ACCT2118: Industry

Project
Recommendation for
Halong Canfoco to
reclaim it position in
fierce market.
Diamond Team:

Bui Huu Thien s3516393 (Leader)

Luong Hoang Khanh Duy s3426208
Le Thuy Phuong Quynh s3446404
Nguyen Thi Ngoc Mai s3479864
Nguyen Nam Loc s3425764

Table of Contents
Project Background................................................................................................ 3
Problem analysis and diagnosis............................................................................. 4
Marketing strategy............................................................................................. 4
Fierce competition.............................................................................................. 6
Literature review.................................................................................................... 7
Product development.......................................................................................... 7
Integrated marketing communication (IMC).......................................................8
Recommendation................................................................................................. 10
Product development........................................................................................ 10
Option 1: Improve packaging........................................................................10
Option 2: Improving product quality by adopting 3F model.........................12
Integrated Marketing Communication..............................................................15
Internet marketing......................................................................................... 15
TVC Advertising............................................................................................. 17
Conclusion........................................................................................................... 18
References........................................................................................................... 19
Appendices.......................................................................................................... 24
Appendix 1. Fishbone Analysis.............................................................................. 24
Appendix 2. CATWOE Analysis.............................................................................. 24
Appendix 3. Gap analysis...................................................................................... 26
Appendix 4. Force Field Analysis............................................................................27
Appendix 5. Stakeholder analysis...........................................................................28
Appendix 6. Concept Fan...................................................................................... 29
Appendix 7. Financial Budgeting............................................................................ 29
Appendix 8. Gantt Chart for project implementation..................................................34
Appendix 9. Team meeting minute..........................................................................37

Project Background

Established in 1957, Halong Can Food (Canfoco) has been supplying a variety of processed
food from sausage to frozen food to the market. However, the core competence which brings
reputation to the firm is canned food. Canfoco food is produced under a strict assurance
process that meets the ISO 9001:2000 standard of quality and safety (Halong Canfoco n.d.).

Canfoco is distributed in both traditional and modern trade channels (Global Agricultural
Network Information 2015). Its target is mass market which it aims to serve every
Vietnamese consumer. Despite possessing a long-standing brand name, a good quality
product offered and a wide distribution network, brand awareness level of Canfoco is
decreasing, especially in the South market, leading to a fall of market share from 10% to 4%
(Euromonitor 2015).

Customers nowadays increasingly concern toward brands and usually consume the one that
they are more familiar (Nielsen 2013). In the other words, brand awareness is a vital factor in
the decision making process of consumers. In the past, Canfoco is extremely popular, since
there are only a few players in the market and marketing is not immensely developing as
today. Therefore, brand building was not that necessary. However, understating the
importance of branding in this current era would cause a hurt for firm, specifically Canfoco in
this case.

There are two main reasons leading Canfoco to fail in establishing strong brand recognition.
The first is inappropriate marketing strategy. Particularly, focusing solely on push strategy
and ignoring marketing communication are not the rational choice for Canfoco to stick to.
Another underlying reason is the fierce competition from financially powerful and innovative
domestic and international corporations. Detail analysis would be provided in the later of the
report.

This project aims to improve the brand awareness of Canfoco to help them gain back the
market share. To achieve this objective, this project recommends Canfoco to adapt
Consumer led product development' concept for product line extension and running
integrated marketing communication to increase the effectiveness of its marketing strategy.

Figure 1. Project objective

In encapsulation, although Canfoco is still among the leading food processed firms in
Vietnam, company is suffering a shrink in market size from low brand awareness. The
competition is not only among domestic companies but also international brand names. This
report would analyse the two main reasons of Canfoco's weak brand awareness which are
ineffective marketing strategy and fierce competition; and then product development and
integrated marketing communication strategy would be recommend to solve the issue.

Problem analysis and diagnosis

Marketing strategy
Based on Ishikawa diagram (Appendix 1), meagre marketing strategy of Canfoco is
inadequate to break through clutter and impress Vietnamese consumers. Canfoco has a long
standing position on Vietnam processed food market with 50 years of experience. Thus it
possesses the advantage of understanding Vietnamese taste and preference. Starting off the
business in Hai Phong, a northern city of Vietnam, Canfoco has received various support
from the Northern consumers that it obtained up to 47% of market share in this region (Bao
Viet Securities Joint Stock Company 2015). However, according to the analysis of BVSC

(2015), Canfoco has suffered a market loss in Northern market as well as a low brand
awareness in Southern. The reason is that Canfoco still focus on traditional push marketing,
which is focusing on pushing products into shelves and understating the real needs of
consumers.
The strategy Canfoco applies to stimulate demand and gain market share is low cost
strategy in which Canfoco compete with other businesses, especially foreign competitors by
offering lower price to consumers. Mr Hai (2015), CEO of Bao Long Technology Food
Production Company claimed that competing on price usually is a common strategy of
Vietnam businesses. However, nowadays price is not the only important factor in purchasing
decision process of Vietnamese. Criteria of choosing a product of Vietnamese is increasingly
diversified, especially for food and beverage products (Khuong 2012). Besides price, they
pay critical attention to product quality, packaging and environmental factors of the product.
Canfoco products are considered as tasty and suitable with Vietnamese taste and
preference. Furthemore, all ingredients are supplying from credible suppliers with
standardized certification. Yet, the weakness of Canfoco is that it does not communicate
these values effectively to consumers. Consequently, consumers do not acknowledge that
Canfoco products are high quality.
Canfoco has underestimated the importance of marketing and brand building, resulting in
omission of advertising and brand communication activities. In FMCG industry, marketing is
indispensable to the success of firms (Haddad 2016), since it attempts to persuade
consumers to think favorably about a product (Baumann et al 2015). With hundred choices of
food products, it is crucial for a brand to mark a footprint in consumer mind, so that it would
become the shopper top of mind selection. As food consumption directly impacts health,
consumers are extremely careful when making a buying decision. Especially in Vietnam
where food hygiene has become a critical concern, consumers are increasingly cautious with
food purchase (Werthim2014). Consequently, they prioritize products from well-known brand
as it is an assurance of hygiene and credible quality (Nielsen 2013). Therefore, refusal to
building brand has put Canfoco into disadvantage when competitors, like Vissan and CP
have invested enormously in marketing.
Taking marketing for granted is a fundamental business mistake that leads to company's
market share loss and low brand awareness. To raise up brands reputation, the first mission
need taking into account is to revise the marketing strategy. Otherwise, there would be no
way for consumer to recognize Canfoco canned food. Hence, Canfoco might have to face
with the risk of losing market share to other potential components such as Vissan.

Fierce competition
The second root cause leading Canfoco low brand awareness is fierce competition. After
Economic Reform (i Mi) in 1986 and becoming a member of WTO in 2007, Vietnam
economy has become more open door for both foreign and domestic investors. At the
moment, the food processed market is a combination of Vietnamese brands competing with
foreign brands.
Vietnamese processed food market has recently experienced a wave of foreign products
which are diverse in product types, packaging, and price (Binh & Tuan 2014). Hence,
consumers have access to more alternative choice than ever. It is a critical issue for any
local brand as Vietnamese are favouring foreign products over domestic ones, since they
perceive that international brands have better quality than Vietnamese brands. Moreover,
local businesses are also a crucial concern for Canfoco, since some local opponents are
thoroughly proactive in renovation for competitiveness.
Canfoco biggest competitors are Vissan, a local enterprise and Royal Food- a Thailand
player. Both occupy over 40% of Vietnamese food processed market. One of factors that
contributes to the leading position of them is that they are constantly innovating (Tuyen
2015). They have invested a tremendous budget to build factories and update latest
technology to meet the demand of consumers. Specifically, Vissan has implemented the
From farm to fork strategy which is a closed-loop supply chain system to stricten the food
safety, hygiene and quality policy, thus fulfills the need of consumers. Royal Food, with the
support from the headquarter has also inaugurated its second manufactory equipped with
the most advanced technology in 2013 (Tien 2012).
Another reason for their success is that they do know how to communicate their strength and
differentiation to consumers. In the other words, they have effective marketing strategy to
build their brand awareness and image. They have spent billions VND on their advertising,
branding and product development and have reaped many benefits from these. Vissan is
now considered as the best brand in processed food market and has become consumer top
of mind amidst vast choices (Euromonitor 2015). Meanwhile, when it comes to fish
processed food, Royal Food, with the brand name Three Ladies' would be the first selection
of consumers (Binh & Dung 2014). However Canfoco seems to fall behind the race when it
has not paid fully attention on marketing to communicate its own strength to consumers.

Yet the processed food market in Vietnam still has more rooms to develop (Euromonitor
2015). Therefore, Canfocos responsibility at present is to be proactive in business
innovation, to create a differentiation from its competitors.

Literature review
Product development

Fierce competition, which is always the critical issue of processed food industry, has actively
driven the need of business innovation (Lim, Antony & Albliw 2014). Many theories with a
wide variety of innovation concepts have been developed to support organizations in
improving their competitiveness. However, this review will focus solely on the concept of
consumer-led product development (CPD) with its implication in bringing comparative
advantage for business to compete with rivals.

CPD is a market-oriented innovation concept of concerning the current and future demands
of consumers and its determinant in value-added process for the product development
(Grunert & Van Trijp 2014). The significant changes in socio-demographic has influenced the
nature of food choice in human (Costa & Jongen 2006). They are well aware of correlation
between the food procession, the food consumption, their health and the environment (Costa
& Jongen 2006). Thus, businesses that are able to capture that demand communicate and
deliver it effectively to consumers would be easier to success in the market (Costa & Jongen
2006).
However, Hamel and Prahalad have proved that companies should ignore customers input,
as they could not be expected to provide their real needs for the products or technology they
are unknown (1994). They also assert that it is the companys responsibility to create new
product and then educate consumer to understand the benefits and change their behaviors.
Managerial foresight is crucial and should be stimulated; yet consumer perspectives also
provide valuable resources for firms (Wind & Mahajan 1997). However new approach might
be required to prevent consumer current experience bias and assist them in identify their true
needs ( Wind & Mahajan 1997). Luckily, recently the development of some methodologies
such as lead-user or virtual technologies that improve the accuracy of information and
involvement obtained from consumers during the product development process has support
to overcome the obstacle (Costa & Jongen 2006).

CPD is proven to be successful in many places in the world. A specific example is Danish
Crown, a Danish bacon producer, by concentrating on and understanding UK market
intelligence (its main market), it has strengthened its position as the dominant market leader
(Grunert et al 2005). However, Vietnamese fellows seem to step behind the trend. In fact, the
overall food industry in Vietnam is considered as conservative to change and innovation
(Vietnam Trade Promotion Agency 2010). It is pointed out that Vietnamese business main
focus is still on low price product, while foreign players are increasing their influence by
actively changing to meet consumer need (Canadian Agriculture and Agri-food 2011). In line
with this view, OSEC (2012) also claimed that Vietnamese food companies do not pay
enough attention on product innovation and differentiation to satisfy consumer demand but
depend mainly on low cost strategy.

Integrated marketing communication (IMC)

The consumer goods market is one of the fiercest competitions, as there are a great amount
of products pushed in the shelf every day. Businesses have to compete harshly with others
to make customers buy their products. It has been done by either playing around with the
prices or improving the quality of the products. However, many businesses undervalue the
importance of brand building in customer acquisition and retention. Brand awareness exerts
influence on choice and brand sampling of customers (Hower & Brown 1990). However,
establishing strong brand awareness is not easily achieved. For the past decade, marketing
environment has dramatically changed and customers are more conscious of marketing and
advertising (French, Berge & Magill 2011). Media fragmentation and need for costeffectiveness and efficiency in marketing has pushed marketers to adjust to a new
generation of deep customer engagement that is integrated marketing communication (IMC).
This review would discuss the IMC concept and its importance and role in helping brand
breaking through the cluster.

Marketing and marketing communication is changing enormously with new insights, new
tools, new opportunities and challenging (Smith & Taylor 2004).

The way the world

interacting and communicating is profoundly changed by technology and the Internet (Keller
2009). Conventional approaches that focus on mass media seem questionable in a market
where consumers could access to enormous amount of information (Keller 2009). Therefore,
the need to new perspective is essential, that lead to introduce of IMC. It is all forms of

communications and messages are working together in harmony, to optimise the impact of
communication on target customers (Kitchen & Burgmann 2015). Traditional marketing
communication separates campaigns for each marketing tools, while IMC campaign apply a
consolidated campaign for all communication tools to reinforce each tools and improve the
effectiveness of marketing (Blakeman 2014).

In the clustered world, IMC is playing a crucial role for brand to stand out .Recent studies
have support for the idea that IMC brings various benefits for firms. Kitchen et al (2004)
assert that oriented IMC could assist firms move forward in the extremely competitive
marketplace of the 21th century.

Nail and Raman (2003) support that integrated

communication aid business in improving the awareness of brands products and services
through synergy. This synergy in turn improves performance. Keller (2001) also indicates
that IMC associates a brand with specific person, place or thing. In the other word, it allows
marketers to go beyond the physical attribute of the product to add more meaning and value
to products. Therefore, IMC would contribute to better brand sales and consumer loyalty.

Belch and Belch (2001) point out that IMC strategy to marketing communication is
appropriate for both large and small enterprise and has become essential for companies
marketing consumer goods and services. However, there are many barriers firms have to
face when planning and implementing IMC approach. Eagle and Kitchen (2000) identify four
groups of obstacles to the success of IMC which are control issues, cultural issues, budget
issues and flexibility issues.

Tsikirayi, Muchenje and Katsidzira (2012) recognize resource limitation and poor product
quality as obstacle in building an effective IMC plan. Due to limited budget, promotion would
be low quality and hurt the sale of high quality product, while good promotion would be
meaningless if the product itself is poor quality, leading to the consumer's boycott of product.

In conclusion, IMC is an effective tool for firms to build brand awareness. However, its
complexity is also as much as its benefits, hence firms should carefully prepare the plan
based on its ability and objectives to minimize the failure risk.

Recommendation
The aim of recommendation is to help Canfoco in innovation for business competitiveness,
so that Canfoco could satisfy its consumers and compete with its competitors. It is advised
Canfoco to take into account product development to create product differentiation and
employ integrated marketing communication to sufficient convey its strengths to consumers.

Product development
Option 1: Improve packaging
Rationale
With various products out there, packaging design is very important for every company. A
study by Stewart (cited in Wells and Farley 2007), it is not a method of food protection but
also a way of quality presentation and attention getter.
Moreover, the information on the packaging is more significant than ever, since consumers
examine it carefully before they make a purchase decision (Rundh, 2005). Particularly, going
into any grocery store across Vietnam, it is probably to see shoppers reading product labels
(McKinsey 2015). Thus, to build brands, companies should live up to the claims they create
about their products, and the more concrete the claims, the better (McKinsey 2015).
However, product packaging of Canfoco is unattractive and limited in information
(Euromonitor 2015). Therefore, Canfoco should modify its package to match with consumer
behaviours.
Additionally, this option is not costly and complicated to implement. It does not require a
huge financial budget, a critical investment in human resource and a long time to redesign a
packaging, and the result would be seen in short-term. However, new packaging introduction
would create confusion for consumers who are familiar with Canfoco products, especially in
Vietnam where the market is flood by counterfeit products.

Implementation
Objective

New packaging design must be attractive to gain consumer

attention, especially women.

New packaging would strengthen the perceived quality of
Canfoco product in customers mind.

Description

New design would be in bright colour and its fit with the main

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ingredient of the products. Attractive image of the main ingredient

would also include. For example, canned tuna would have the
blue theme with a tuna figure.

Packaging has to include nutritional ingredient of the products, its

benefits, product origin and quality certification. For example,
canned tuna would label that it includes Omega 3, that benefits
for eye, mental and physical development.

Packaging material must be environmental-friendly and this

information would also be presented in packaging

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Justification

Firstly, people interpret bright colour as more credible and

attractive (Silayoi & Speece 2004).

Secondly, key factors considered when purchasing food of
Vietnamese is sufficient nutritional ingredient and reduce risk of
disease. Therefore, Canfoco should provide these information on

packaging to achieve brand salience.

Thirdly, customers are more environmentally aware of the
products disposal in protecting product. In more specific, they
are usually identifying the material of packaging process
because it may harm the quality of the food (Klimchuk and
Krasovec, 2013).

Option 2: Improving product quality by adopting 3F model

Rationale
In order to enhance the brand of the company on canned food market, managers need to
understand that the product quality is also a significant factor. In the recent years,
Vietnamese consumers are becoming increasingly rational in choosing products. They tend
to choose foods and products, which have clear origin (Binh & Truong 2016). Hang (2013)
also indicates that the demand of food safety is increasing rapidly. Hence, improving the
product quality to achieve international standard is crucial if it wants to attain business
sustainability.
To produce better product quality, it is recommended Canfoco to adopt a closed model of
producing, processing and distributing to customers called 3Fs model (Figure 2 ).

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Figure 2. 3F Model

Figure 3. Benefits of 3F model to enterprise. (Reproduced from World Economic

Forum 2014)

It is a food safety approach in food manufacturing industry which is successfully employed by

many domestic and international companies, such as Vissan and CP (Yen, H 2015). 3Fs
stand for three important stages of product, which are Feed - Farm - Food (Ngan 2015).
However, this solution would require an enormous investment in finance, human resource,
technology and time to successfully implement. The benefits would be difficult to observe in
the short-run, however in long term, it would help Canfoco to not only improve product quality
but also production efficiency and effectiveness.

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Implementation
Step 1:
At the first period: Feed, the company will seek for quality inputs by establishing modern
laboratories to control the material effectively. This progress focuses on balancing the dietary
of live stocks to ensure their health. According to the British food standards agency (n.d.),
most of livestock businesses in UK usually establish a traceability system in their feed chain
to ensure that whether the input resource meet the minimum requirements or not. This
department is also responsible for checking the adaptability of the feed to different type of
cattle. To illustrate this, the cattle such as beefs and cows are usually fed grass, but also
need to combine with other types of cereal in a reasonable dietary in order to maximize their
meat quality. Therefore, it would be really necessary if Canfoco could create a quality control
department from the beginning of the progress to support the operation of the whole system.
Step 2:
The following step will require Canfoco to build and develop a standard Farm,where the
livestocks are arranged in separate cages. The farm also needs to be integrated modern
technology such as air conditioner to prevent the disease from the outside. In order to
maximize the productivity of the farm, the company should consider applying the airconditioning system using biogas combined with shallow layer geothermal energy. This
system turn the underground into a thermal storage, which uses for heating in winter and
cooling in summer ( Ha 2015). The advantage of it is using environmental-friendly energy to
maintain a stable temperature. Additionally, this system also uses the biogas which uses the
manure from animals to generate electric and heat. This is a good solution to reduce the bad
odours and germs throughout the progress. Rybach, L & Sanner, B (2000) also supported
that this system could help to increase the weight of the cattles and reduce the mortality rate
from 50 to 75%.
Step 3:
The final step is the most important one, Food,which requires Canfoco to implement a
range of rigorous monitoring through production process to ensure that the final products will
meet all requirement of hygiene and food safety (Ngan 2015). Packaging would directly
affect the quality of products, thus packaging materials are important. Canfoco should use
high quality, safety and environmental friendly packaging materials. Moreover, preservation
condition also plays an important role in the quality of final products. Thus, Canfoco should
update its preservation system.

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Integrated Marketing Communication

Marketing communication objective:

Increase brand awareness of Canfoco.

Building Canfoco as a green, hygiene, good for health and nutritious brand.
Internet marketing

Rationale
The internet landscape of pervasive connectivity has allowed consumers to access to a vast
amount of information as well as amplify their voice in marketplace (Labrecque et al. 2013).
According to World Bank (2015), 44.8 % of Vietnam population is internet user. Moreover,
social media plays an important role in decision making process of Vietnamese nowadays.
Social media site has become a credible source in supporting consumers to make
purchasing decision (Nielsen 2014b). Around 30% of Vietnamese buyers browse through
social websites for product information and review prior to make a purchase (Moore Vietnam
2015). Additionally, 69% of consumers indicate that social media is the most influential media
channel. (Moore Vietnam 2015).
Social media is any online platform that enables user to contribute and share content,
interact and collaborate with others. Websites and application dedicated to forums,
microblog, social network are all forms of social media (Vinerean 2013 ). It acts as a bridge
for business to connect and interact with its consumer, to understand their needs as well as
communicate their brand value to consumers (Vinerean). Thus, it is time for Canfoco to step
into social marketing competition.
Implementation

Target audience and insight

Women who are between 20 to 50 years old, the main shopper and doing the cooking for
family. These women are usually attracted by family oriented theme, and real-life situation
(Nielsen 2015). Therefore, content strategy should be relevant with these topics.

Channel
Facebook: the most viable social platform in Vietnam with 30 Vietnamese million active user

and 48% of them are female (c n.d.)

Online forum: Webtretho and Lamchame, these are the most popular forum for women to

discuss and share about their family experience.

Content strategy

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Type of

Quantity

Specific

Purpose

content
Build

your 50%

own content

of

total

- Cooking tutorial with

- Promote product.

Canfoco products.

post.
- Product-related
information: quality,
manufacturing process, etc.

- Sale promotion activities:

giveaways, coupon, contest,
etc.

Content

30%

of

curated from total

other

post.

about brand improve brand

image in consumers mind.

- Increase engagement with

customers.

- Cooking and household

- Provide useful information for

tips.

audience => Increase

- Health information.

sources.

-Increase customer knowledge

audience interaction with

channels.

News about food-related

issue.

Enterprise

20%

of

- Company activities:

information

total

Technology upgrade, export

content

post.

etc.

- Building trust.

- Enhance brand image.

- Supply source.
- Company CSR activities.
- Company HR and culture.

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TVC Advertising

Rationale
Despite continuous media fragmentation, the escalation of online platform has not eroded
trust in offline paid channels. Firstly, 63 % of Vietnamese indicate that they completely or
partially trust TV advertising (Nielsen 2015). Moreover, in rural area which take 68% of
Vietnamese population, TV is also a reliable source of product information (Nielsen 2014a).
99 of rural resident watch TV and it comprises 88% of total media reach of them (Nielsen
2014a). Therefore, TVC is still the essential tool for Canfoco to reach consumers and build
its credibility across Vietnam.

Implementation
Objective

- Reach 50% of target customers in Southern Vietnam and maintain

brand awareness of Northern consumers.
- Increase brand knowledge of Vietnamese toward Canfoco

Description

It is a 45s, informative type of TVC which aim to provide consumers the

information of the product. The content of TVC would focus on the quality
of Canfoco product, including the taste and nutritiousness, the safety and
hygiene of

manufacturing process. Additionally, the mission of Canfoco

which is providing the most delicious and nutritious food for the health
and happiness of Vietnamese family"
Channel

VTV3 & HTV3, HTV7. The TVC would be shown before and after the
National News at 7 P.M everyday.

Justification

These 3 channels are the biggest channels in Vietnam. VTV3 has the
national coverage while HTV3 and HTV7 specialize on Southern region.
National news is the TV program that attracts the largest audience in
Vietnam from all generation (Q&ME Vietnam). Moreover, this time is the
prime time for advertising, since it is the dinner and family gathering of
major Vietnamese family. Thus, Canfoco TVC would reach a plenty
number of audience, especially women, the main shopper in the
household.

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Conclusion
Low brand awareness is the reason leading to the poor business performance and market
share loss of Canfoco. The weak brand recognition stems from two main cause which are
ineffective marketing strategy and fierce competition in the market. Absence of proper
marketing causes Canfoco to wash away in the market where competitors are actively
innovating and changing for competitiveness.

In order to improve its competitive advantage, it is vital for Canfoco to be innovative in its
business operation. Firstly, to improve the product diversity and quality to meet consumer
demand, product development is essential. Specifically, a new supply chain approach called
3F would be implemented to improve the food safety and quality and packaging redesign
would also be conducted to create more value-add attribute to the canned products.
Secondly, integrated marketing communication strategy would be applied to communicate
these values to consumers effectively.

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Appendices

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Appendix 1. Fishbone Analysis

Appendix 2. CATWOE Analysis

Customers

The main customers of Canfoco are Vietnamese consumers in the

Northern area.
Those are loyal customers of Canfoco who got familiar with its
products for many years
The

issues

of

the

company

could

cause

frustration

and

disappointment
Actors

The subjects that could relate to the situation of Canfocos issues

include the managers, shareholders, potentials competitors as well as
customers. In which, managers of the company will be the main actor
that conduct new methods in order to develop the system. Also, the
consultant team plays a significant role in determining and suggesting
appropriate strategies and solutions.

Transformation

The production line will be affected by the issue as the fact that the

2
4

process

company did not have an appropriate investment in technology

development
The marketing department may not have competitive advantages
compare with opponents marketing campaign as the company still
apply the traditional strategy of marketing

World view

Vietnam convenient food industry is a potential market, which will

attract a huge amount of foreign company to invest in the future.
Many of foreign companies began to expand their brand in Vietnam in
large scale
Foreign competitors have more flexibility in their production system
and marketing strategy
The backwardness of the company could inhibit it with fatal
weaknesses

Owner

The report indicates issues occur in management strategies. Hence,

manager of

Canfoco plays an important role in resolving those

issues.
Also, marketing and production department need to improve their
working style in order to adapt with the new changes in the future
Environmental
constraints

Changing is requiring a lots of resource from both human and finance.

It may take time to build a new image of the company
Company will need to put more effort to prove that its business is
unique from the other opponents

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5

Appendix 3. Gap analysis

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6

Appendix 4. Force Field Analysis

2
7

Appendix 5. Stakeholder analysis

2
8

Appendix 6. Concept Fan

Appendix 7. Financial Budgeting

Option 1. Packaging improvement

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9

3
0

3
1

3
2

Option 2. Adopt 3F model

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3

3
4

3
5

3
6

Appendix 8. Gantt Chart for project implementation

Integrated marketing communication plan

3
7

Option 1. Packaging implementation plan

3
8

Option 2. Adopting 3F model implementation plan

3
9

Appendix 9. Team meeting minute

Meeting Minute Week 8
Meeting Admin: Bui Huu Thien
Date/Time of Meeting: Friday 15/04/2016 (11am-12am)
Location of Meeting: RMIT Campus
Team Member Present:

Bui Huu Thien s3516393 (Leader)

Luong Hoang Khanh Duy s3426208

Le Thuy Phuong Quynh s3446404

Nguyen Thi Ngoc Mai s3479864

Nguyen Nam Loc s3425764

Team Member Absent: None

Minutes Prepared By: Bui Huu Thien
Meeting Agenda:

Establishing Concept Fan for Halong Can Food

Preparing Project Report

Meeting Details:

Establishing Feasibility Tools (Team doing together)

Finding out symptoms of the problems.

Finding out the root causes.

Brainstorming solution

Assigning task for 1st Draft of The Report

Rewriting thesis statement and do the PESTLE analysis (by Bui Huu Thien).

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0

Rewrite the literature review to pitch the topic (Nguyen Thi Ngoc Mai).

Working on the identification of the problems (Khanh Duy)

Doing the SWOT analysis ( by Le Thuy Phuong Quynh)

Doing the Gantt Chart ( by Le Thuy Phuong Quynh)

Stakeholders Analysis (by Luong Hoang Khanh Duy)

Analyse the Force Analysis (Nguyen Nam Loc)

Analysing Problem of the company by Concept Fan Tool - Phuong Quynh

GAP Analysis - Huu Thien

Improving the Fishbone and Rich picture (by Luong Hoang Khanh Duy).

Next Meeting: Tuesday April 19th 2016 (11am to 12a.m.)

4
1

Meeting Minute Week 9

Meeting Admin: Le Thuy Phuong Quynh

Date/Time of Meeting: Tuesday 19/04/2016 (11am-12am)
Location of Meeting: RMIT Campus
Team Member Present:

Bui Huu Thien s3516393 (Leader)

Luong Hoang Khanh Duy s3426208

Le Thuy Phuong Quynh s3446404

Nguyen Thi Ngoc Mai s3479864

Nguyen Nam Loc s3425764

Team Member Absent: None

Minutes Prepared By: Le Thuy Phuong Quynh
Meeting Agenda:

Establishing Concept Fan for Halong Can Food

Preparing Project Report

Meeting Details:

Establishing Concept Fan for Halong Can Food

Preparing Project Report

4
2

Meeting Details:

Establishing Feasibility Tools (Team doing together)

Conduct Force Field analysis (by Thien and Mai).

Conduct Stakeholder analysis (by Duy and Loc )

Conduct Grid Analysis (by Quynh)

Assigning task for 2nd Draft of The Report

Build recommendation

Product development ( by Duy and Loc)

Marketing communication ( by Mai and Quynh)

Finalize and edit Feasibility tools ( by Thien )

Next Meeting: Tuesday April 26th 2016 (11am to 12pm)

Meeting Minute Week 10

Meeting Admin:Nguyen Nam Loc
Date/Time of Meeting: Tuesday 26/04/2016 (3 pm- 5 pm)
Location of Meeting: RMIT Campus
Team Member Present:

Bui Huu Thien s3516393 (Leader)

4
3

Luong Hoang Khanh Duy s3426208

Le Thuy Phuong Quynh s3446404

Nguyen Thi Ngoc Mai s3479864

Nguyen Nam Loc s3425764

Team Member Absent: None

Minutes Prepared By: Nguyen Nam Loc
Meeting Agenda:

Reviewing 1st draft of the report

Dividing new task for 2nd draft

Meeting Details:
1. Reviewing 1st draft of the report
Reviewing each other task to check the problem.
Giving recommendation to fix it.
Giving new opinion to expand the idea.
1. Dividing new task for 2nd draft
Expanding new idea for product extension/development and product timeline (Duy)
Finishing the gantt chart (Quynh)
Expanding new idea for packaging the product (Loc)
Finishing the feasibility (Thien)
Next Meeting: Friday May 6th 2016 (11am to 12pm)

4
4

Meeting Minute Week 11

Meeting Admin: Nguyen Thi Ngoc Mai
Date/Time of Meeting: Friday 6/05/2016 (2 pm- 3 pm)
Location of Meeting: RMIT Campus
Team Member Present:

Bui Huu Thien s3516393 (Leader)

4
5

Luong Hoang Khanh Duy s3426208

Le Thuy Phuong Quynh s3446404

Nguyen Thi Ngoc Mai s3479864

Nguyen Nam Loc s3425764

Team Member Absent: None

Minutes Prepared By: Nguyen Nam Loc
Meeting Agenda:

Finalize project report

Prepare final presentation

Meeting Details:
1. Finalize project report (team doing together)

Gantt chart

Editing and formatting reports.

Final checks

2. Prepare final presentation

Introduction and analysis (by Thien)

Internet marketing recommendation and implementation (by Mai)

TVC recommendation and implementation (by Quynh)

Packaging and 3F model recommendation and implementation (by Duy and Loc)

4
6

4
7