EXECUTIVE SUMMARY

SABECO has been on beer market for more than 35 years with the first product, Saigon
Export, and later on they developed Saigon 333, Saigon Lager, and lately in 2000 Saigon
Special. There are many internal and external forces that influence SABECO strategies on their
developing way. These factors includes negative and positive effects such as the increase in
taxation rate, higher cost of raw material, technology break out, the opportunities from the join of
Vietnam to WTO. Therefore, SABECO has to take the advantages to overcome all the negative
effects and become bigger and stronger in Vietnamese market as well as international market.

Problems indentified:
• Saigon Export design is not up to the current trends.
• High inflation rate.
• Poor quality franchise and services providing.
• Tougher competition.

Further actions for SABECO to overcome those problems:

• Create new products.
• Increase promotion by putting more advertising, training sale representatives,
offer discount, more booths.
• Finding more sources of material.
• Improve the quality of point of purchase by using new billboard, redesigning the
shops to a united image.

Page 1 of 40
 TABLE OF CONTENTS
A. CURRENT MARKET SITUATION:.................................................................................. 3
1. Company background information: ..................................................................................... 3

2. Situation Analysis: ............................................................................................................... 3

Micro environment: ..................................................................................................................... 4

Macro environment: .................................................................................................................... 8

B. SWOT ANALYSIS:............................................................................................................. 12
1. SWOT Analysis: ................................................................................................................ 12

2. SWOT Matrix illustration: ................................................................................................. 14

C. OBJECTIVES:..................................................................................................................... 15
1. Product objective: .............................................................................................................. 15

2. Financial objectives: .......................................................................................................... 15

3. Marketing objectives:......................................................................................................... 16

D. SEGMENTATION – TARGETING – POSITIONING: ................................................. 16

1. Marketing segmentation: ................................................................................................... 16

2. Target market: .................................................................................................................... 17

3. Positioning map: ................................................................................................................ 17

E. MARKETING MIX STRATEGIES:................................................................................. 20

1. Product: .............................................................................................................................. 20

2. Price: .................................................................................................................................. 22

3. Place: .................................................................................................................................. 23

4. Promotion:.......................................................................................................................... 24

5. People:................................................................................................................................ 29

F. ACTION PROGRAM: ........................................................................................................ 30

G. CONTROL PROGRAM:.................................................................................................... 35
H. CONCLUSION: ................................................................................................................... 38
I. REFERENCES: ................................................................................................................... 38

Page 2 of 40
 A. CURRENT MARKET SITUATION:

1. Company background information:

With more than 35 years of industry experience, SABECO has become the
‘biggest player’ in Vietnamese Beer Market whose capacity is around 645mn litters a
year. SABECO are producing 4 different beer key brands: 333, Saigon Export,
Saigon Lager, and Saigon Special. At the end of financial year 2007, Saigon Beer was
having 1.599 labors. Applying societal marketing concepts, SABECO has raised
funds for Vietnamese Children, for the poor, etc. from parts of its earnings.

2. Situation Analysis:

Figure 1: Product life cycle

Page 3 of 40
 Micro environment:

a. Supplier:
Saigon Beer is made of water, malt, rice, houlon flower. We can notice that
the main ingredients such as malt and houlon flower must be imported
which cause a higher cost for material. Furthermore, there was a slightly
increase in malt and houlon price which lead to a fall in profit compared to
last year in 2007 (SABECO ban cong bo thong tin 020108 2008, p.40).

b. Competitor:
Saigon Beer is in the category of beverage; therefore it cannot stay away from
the competition of other kinds of drinks. Other kind of drinks such as homemade
juice, soft drink, nutrition drink, etc. will then be Saigon Beer indirect competitors.
Furthermore, in the completion of alcoholic drink, here we are talking about beer,
Saigon beer has to compete with other old and strong brands such as Heineken and
Tiger beer, and also some others local beer, as well as international imported beer.

Figure 2: Competitor identification

Page 4 of 40
 Market share in
Vietnamese Beer Market 2005

23.60%
SABECO
31.40%
Vietnam Brewery Limited
HABECO
3.00% San Miguel
5.40% SEAB_Halida, Carlsberg
HBL_Huda, Festival
7.00%
Others
20.10%
9.50%

Figure 3: Vietnamese beer market share in 2005

Saigon Beer market share in 2008 has been up to 35%

35%.. This marked a greatly increase in
beer consumption of Vietnam which is 8 % increase in a year (Vietnam's
Vietnam's 2nd largest brewer
Habeco to equitize 2007), and a significant improve in SABECO production capacity over the
last few years.. Their target is to reach the production capacity of 1billion liter in 2010.
(SABECO
SABECO ban cong bo thong tin 020108 2008, p.45).

Page 5 of 40
 c. Intermediaries:

Figure 4: Saigon beer intermediaries

Overall, according to Minh, A B (2009), SABECO has had its

distribution system wide spread to 40 cities and provinces
throughout Vietnam with around 1,200 distribution networks
(SABECO 2008).

d. Customer:
• Customer market: Saigon beer focuses mostly in domestic market,
especially in Ho Chi Minh City. Male with the age of 18 to 50 who are in
middle class, and has medium of disposable income is Saigon beer’s target
market. Male with the age below 30 drink Saigon Export as they have not
been successful, they do not have high income that will be spent on higher
standard beer like Tiger or Heineken. Otherwise, male above 30 year old
tend to drink Saigon Export as they have been used to it.

Page 6 of 40
 Figure 5: SABECO domestic distribution system

<http://www.SABECO.com.vn/map.aspx>

• International market: In addition to domestic market, Saigon beer also

exports to more than 17 countries such as Japan, Malaysia, Singapore,
Holland, France, Switzerland, Denmark, Britain, Canada, USA, Australia,
etc (SABECO ban cong bo thong tin 020108 2008, p.15). SABECO has
gained more than 4 million USD on all products (includes 50% of wine and
beer, the left over is for soft drinks) exportation in 2007 (Hue, M 2007).

Page 7 of 40
 Macro environment:

a. Legal and Political:

According to the current policies of Vietnam Government in 2005, alcoholic

drink is taxed at a rate of 75%. Actually, just the drink that has been taxed; cans and
bottles are not.

The policies however are very complex at this time because by 2010 some
new policies for beer taxation will be applied for not only beer itself but also the
packages. It means that businesses must pay 55% for taxes; however, the bottle beer
will be eliminated the tax for bottle consumption as it will be used repeatedly, but can
beer will not. As the result, the price of beer in cans can be higher than beer in
bottles.

The table below shows how much money businesses must pay for taxes when
the new policies are applied

Draft Policies

Current Policies – 75% for all Beer 55% for all Beer & Taxes for
Content Cans
(Applying since 2005 until now) (Discussing now by National
Assembly)

Bottle Beer 5.420 VND 4.490 VND (decrease 20%)

Can Beer 6.000 VND 6.720 VND (increase 12%)

(http://www.vibonline.com.vn/vi-VN/Forum/TopicDetail.aspx?TopicID=2066)

It may be a good sound for bottle beer industry because of a decrease of 20%
for taxes whereas the can beer industry must pay more taxes by 12% increase.
Customers as the result may change their mind to drink bottle beer more which can
push the demand in Saigon Beer increase steeply as most of SABECO beer products
are in bottle form.

Page 8 of 40
 b. Economic:

The Economy Crisis and then the inflation seem not to be much affected to the
consumption of beer. In fact, Vietnam has a very high the inflation rate compared
with other countries and regions and it grew up really quickly over seven years ago.
However, the consumption rate for beer still increases and the development of Beer
Industry has grown up from 12% to 14% in 2008 (Phuoc, H 2008). Due to the effect
of inflation, the price of many raw materials increase significantly which pushed the
price of beer increase dramatically, there is a strong line up-slopping steeply in the
consumptions.

Figure 6: Inflation rate in Vietnam and comparator countries, regions from 2000 2007

(http://www.census.gov/ipc/www/idb/country/vmportal.html)

Page 9 of 40
 The GDP per capital of Vietnamese had increased in last 10 years. As the
information above about inflation, beer is a convenience goods so when the income
increase, the demand for beer also grow up. As people have more disposal income,
they will spend more on beer or other alcoholic drinks. Moreover, the proportion of
spending on alcoholic drink is a small amount; therefore it will not affect the demand
as little changes in price.

Figure 7: GDP Growth and GDP per capital from 1998 to 2007

(Konishi, A 2008 p.6)

Page 10 of 40
 c. Social:

The culture in Vietnam also affect to the consumption of beer. First of all, the
habit of Vietnamese people has changed for the kind of drinks. For along time ago,
they drunk wine which they made but now, they change to drink beer because of
several reasons as health (beer has less alcohol than wine), convenience, standard,
life-style, etc. Therefore, drinking beer is one of the habits of many Vietnamese
families. These graphs show the change quickly in current time.

<>

Figure 8: Drinking expenses of Vietnamese people in Tet holiday in 2009

(http://www.thucphamhanoi.com.vn/aspx/TinTucVN.aspx?Nhom=5&ID=380)

According to dantri.com, Vietnamese drinks average 18 liter per year in 2008 and can be
increase to 28 liter in this year. Secondly, in some traditional holidays, especial in Tet’s
holiday, the consumption increases steeply. Government estimates that consumers spent
approximately 7.000 billion VND for buying beer in Tet’s holiday in 2009 (7000 ty dong
uong bia Tet 2004). Moreover, Vietnamese likes to drink beer when they do the business.

Page 11 of 40
 B. SWOT ANALYSIS:

1. SWOT Analysis:

Strengths Weaknesses

• Reasonable price for most of • Lack of advertising and

Vietnamese people.
• More than 30 years of Vietnamese
industry experience.
• Being a market leader with 35% of
market share in value in 2008.
• First mover advantage.
Internal Factors
promotion campaign.
• Old and traditional design.
• Unskilled employees.
• Not enough information given to
retailers on how to store
products. (Luong, K & Hai, P

• Wide delivery network throughout 40 2008)

cities and provinces in Vietnam with • Not well-prepared waste solution
more than 1,200 distribution places. system.
• Local and international source of
materials.
• High closed-line production technology.
• Applying ISO 9001:2000 quality
management system.
• Widely recognized in Vietnam and
some other countries such as Thailand,
USA, UK, etc.

Page 12 of 40
 Opportunities Threats

• Beer is a high potential market in • Instable laws and policies in

Vietnam. Vietnam.

• Vietnam joined WTO
more • Increasing price in fuel cause

opportunities for exports, lower price for high cost of deliveries.
raw materials.
• Vietnam joined WTO
tougher
External Factors

• More and more young people into competition with international

drinking. (Chu, M 2009) company such as Budweiser.

• Natural disasters affect sources

• The break out in technology, esp. in
of raw materials.
Internet service
Great opportunities
for E-commerce.
• People perception tends to use
healthy products such as green
• Young and educated population
great tea, bird nest, fruit juice, etc.
source of labor.

Page 13 of 40
 2. SWOT Matrix illustration:
Strength
• Develop online Business to
Business transaction, between
supplier and company, or between
company and whole sellers/ shops.
• Expand exportation to more
Opportunities
countries.
• Promotion campaign for special
events/ holidays, or for bundle
purchases.
• Invite nutritionist to write good
things about beer, improving the
good side of using beer.
Threats
• Apply updated quality management
system ISO 9001:2008
• Design new product that can be
drunk by younger people with
lower alcoholic percentage.
Page 14 of 40
Weaknesses
• Organize training courses to get
skilled local employees in lower
cost.
• Based on the belief of Vietnamese
people, develop contests or
recruitment campaign to attract
potential customer.
• Establish bottle/ label design contest.
• Online advertising.
• Improve public relation on charity
works for the poor.
• Using lobbyists to persuade
Government for a lower taxation.
• Redesign market channel.
• Research for more raw material
sources.
• Publish storage information manual
for retailers.
 C. OBJECTIVES:

PRODUCT

EXISTING NEW
EXISTING

Market penetration Product development

MARKET

NEW

Market development Diversification

Figure 9: Product/ expansion grid

(Ang, S H et al 2009)

These objectives are setting for one year from May 2009 to April 2010.

1. Product objective:

• Market penetration:
o Introduce new size e.g. 1liter for use in party. New logo and package
design.
o Create new flavors by combining the taste of other food and drinks
such as fruit beer, milk beer, coffee beer and hamburger beer.
• Market development: Expand exportation to 5 more countries in Europe
such as Netherland, Portugal, Hungary, Estonia, and Latvia.
• Diversification: Developing light beer for female and younger people

2. Financial objectives:

• Revenue increase to 14,230 billion VND which is 40% increase (In 2008,
total revenue was 10,159 billion VND which rising 46% compared to 2007).

Page 15 of 40
 3. Marketing objectives:

• Reach 40% of Vietnamese market share as SABECO has a high capacity

which is promised to produce at least 1 billion liters by 2010. In addition,
there is a great increase in the beer consumption rate of Vietnam market in
recent years, and is expected to increase in the future.
• Spend 30% of budget for 2009 advertising and promotion.

• Improve brand names and customer belief by inviting nutritionist.

D. SEGMENTATION – TARGETING – POSITIONING:

1. Marketing segmentation:

a. Geographic • Country: Vietnam

• Density: urban and rural
• Region: Northern, Central and Southern Vietnam

b. Demographic • Age: 18 to 50 years old

• Gender: male
• Income: middle low income
• Occupation: blue collared worker, farmers.

c. Psychographic • Social class: middle class

• Lifestyle: normal, simple and relaxing
• Personality: unambitious, unaggressive, traditional, straightforward

d. Behavioral • Occasions: any kinds of party especially on Tet holiday and “after
business meeting/ contract”
• Loyalty status: medium and strong

Page 16 of 40
 2. Target market:

SABECO original strategy was mass marketing. Even though, there are some
changes, and SABECO has developed Saigon Special as an application of
differentiate marketing to serve a different segment that include higher middle
income men, as can seen by Saigon Special for higher income male.

3. Positioning map:

Figure 10

Saigon Export aims at middle income male which is similar to Hanoi

Beer, Halida, Hue Beer, Ben Thanh beer. All of these have the same quality;
however, Saigon Export has a lower price for their customer. Therefore, Saigon
Export is the same for less.

Page 17 of 40
 Figure 11: Positioning map on Price compared with Quality

Figure 12: Positioning map on International characteristic compared with Promotion

Page 18 of 40
 Figure 13: Positioning map on Price compared with Amount of sale

Figure 14: Positioning map on History compared with Price

Page 19 of 40
 Positioning Statement

For most of Vietnamese people and foreigners who want to taste a real
Vietnamese favor beer, Saigon beer brings customers the Asian lifestyles, the
understanding without levels or standards among people and unlimited fun, as the
slogan of Saigon Export is to bib to be understood.

E. MARKETING MIX STRATEGIES:

1. Product:

Figure 15: 3 levels of product

Page 20 of 40
 Level of Product Current
The core value of Saigon beer is
Core Benefit thirsty satisfaction, enjoying and
getting happiness.
Actual Product
In 2008, Saigon beer has
continued to reinforce its brand
Brand Name name like a Vietnamese product
with high quality and best choice
for every occasion.
Saigon beer’s product which are
produced by innovative
Quality technology and natural
agriculture products to making
healthy products for customers.
• Logo: golden dragon.
• Represent a traditional,
powerful symbol which
Style Design
carried out an Eastern
South Asian sign of feudal
society.
• Capacity: 355 ml
Packaging
Page 21 of 40
Improvement
By doing more promotion,
improve brand name in other
such as Cambodia, Laos,
Malaysia and Indonesia, UK,
Thailand, etc.
• Finding and research
for some new tastes.
• Apply update quality
management system
like ISO 9001:2008.
• Modern logo which
represent the active,
elegant, and strength
sign.
• Introduce new size:
1liter.
• New package design
with more twist on
bottle.
• New color of the
package: green, blue.
Augmented Product
Phone number printed on product Should have email, website and
Service for further information. office for customer to come
and find information.
If there is anything wrong with
the product due to production or
Guarantee
storage mistake, customer can
exchange for another new one.

2. Price:

a. Currently available price for Saigon Export:

Wholesale price Market price

5,000VND 9,000VND

b. Pricing strategies:
Saigon export’s price is set based on:
• Pricing Objectives: maintain and improve market share leadership
• Marketing mix strategies:
o Value based pricing: Saigon export price relies on customer’s belief. As it
has been on market since 1996 and it has been success in some cases,
more and more people are buying it; SABECO can set a higher price for
Saigon Export than other local beers.
o Competition based pricing: As beer is a monopolistic market, there are
many brands competing with others for a high market share. Saigon
Export price has to depend on its competitors’ price; here it is Hanoi Beer,

Page 22 of 40
 Halida, Ben Thanh beer, Hue beer etc. SABECO has to set an equivalent
price with others.
o Discount and allowance: SABECO set a lower price for whole box and
volume purchase.
o Psychological strategies: As current price of Saigon export is a full, round,
and even number, SABECO should set it as an odder number such as
4,800 VND, or 8,500 VND. Therefore, their customer might think it is
cheaper, and SABECO can increase their sales.
• Cost: SABECO has a low average cost as they produce a huge quantity. This
can help Saigon Export to have a lower price compared to other local beers
with the same quality.

3. Place:

a. Location:
• Shops selling Saigon Export are allocated not only in most of cities in
Vietnam such as Hanoi, Da Nang and Ho Chi Minh but also in foreign
countries such as Canada, United Stated, Russia, etc.
• It is recommended that SABECO should have more warehouses for different
location i.e. in each city or province to reduce the distribution cost.
• The shops are not tidy enough, sale assistants are not trained in selling and
promoting techniques/ skills. Therefore, SABECO need to invest more on
point of purchase to improve the shop image as well as SABECO image.

b. Marketing channel:
• As beer is a fast moving consumer goods, beer is sold in many places such as
shops, bars, supermarkets, markets, etc. SABECO may apply the intensive
pattern of distribution.
• Until now, SABECO already has more than 1,200 distribution channels
throughout Vietnam.

Page 23 of 40
 • SABECO should do the administered vertical marketing system, and they also
have wholesaler franchises that are sponsored by the factory for banner,
billboards, etc.

Figure 16: Marketing channel

4. Promotion:

a. Advertising:
• Reminder advertising should be taken for Saigon Export and other current beer
produced by SABECO, as it help customer to remember about Saigon Export, what kind
of promotion is being used, and other information.
• Informative advertising will need to be used when introducing the new products with
strange flavors that have not been on market.

Page 24 of 40
The following is media types that Saigon beer has used and may use to advertise their products:
TARGET
Current
AUDIENCE
• Television (Saigon beer
advertises beer products for
15s in some local channels like
HTV7, HTV9, VTV3, and
BTV1.)
• Newspaper (advertise whole
Male from 18 to 50 year old
page 2 times per month on
Tuoi Tre, Thanh Nien, The
Thao and Nguoi Lao Dong,
Tien Phong newspapers)
• Magazine (advertise whole
page 1 time per quarter on
Saigon Tiep Thi magazine)
Page 25 of 40
Improvement
• Television (estimate to reach
45% customers)
• Advertising beer products for 20s
in local channels before and after
national new at 7pm.
• Newspaper (estimate to reach
15% customers)
• Increase the frequency of
advertising on newspaper to 4-5
times a month.
• Magazines (estimate to reach
25% customers).
• Cooperate with some popular
magazines to promote beer
product like Tap Chi Do Uong
Viet Nam, The Gioi Doanh
Nhan, Saigon Tiep Thi with
whole page once a month)
 • Internet (having a website with
enough information about
company as well as products)
www.SABECO.com.vn
Internet (Estimate to reach 8%
customers)
Advertising on some famous
website with big number of visitors
such as Yahoo, or some smaller
cheaper one such as
www.yeucahat.com

Billboards has appeared on some Billboard (estimate to reach 5%

main streets and point of sales
customers and advertising billboard
in Ben Thanh market, Parkson Plaza
and Diamond Plaza; Lotte
Supermarket.)
Improve the quality of billboard at
point of sales.

b. Sales Promotion:
In the current time, SABECO seems not to have many promotions in media tools.
People know and drink Saigon beer through the introduction from their friends
and families. On the other hand, the company has some billboards at the
countryside and promotion girls on shops and supermarkets.
It is recommended that SABECO should get more attractive promotions for
Saigon beer to pull the customers buy it. Moreover, some events should be
established to get more people concern on Saigon beer.
• “Who drink beer faster?” contest, giving free sample beer and prizes for
winners.
• Contact with some newspapers and magazines for giving small discount of
coupons to promote people buy beer.

Page 26 of 40
 • Establish booths in front of some big super market from 7pm to 9pm to
give out free sample for people to try. This should be applied especially
for new products such as fruit beer.

c. Public Relation:
As it is a trend in marketing now, every company has to apply societal marketing
concepts. By showing that they are society friendly, many newspaper and
magazine will write about them that will not cost the company to pay for
advertising.
• Doing charity works: SABECO has done many charity works to
improve their society friendly. This should be done more in the future to
improve SABECO position.
• Sponsor for game show, movie, national football match
• Invite nutritionist: It is recommended that SABECO should invite
nutritionists to establish some new conferences and talk about the benefits
of drinking beer. It is not only increase the sale volume but also put the
negative perception away from Vietnamese.

Picture: Social activities

(www.sabeco.com.vn)

Page 27 of 40
 d. Personal Selling:

Personal Selling is a very important part, but also a very expensive one. Because
the company must train sale people, give them compensation that support them in
their work, and motivate them through incentives. Sale people employed by
SABECO are responsible not only for sending information about the company, the
products to customer, but also to receive feedback from customer.

• Recommended compensation:
o Motorbike.
o Holiday trip.
• Recommended incentives:
o Commission
o Recognition and honors.
o Cash awards.

e. Direct Marketing:

Direct marketing which has a low cost is an efficient way to promote for the
company. It is also part of customer relationship management which can help the
company to improve their relationship with customers.

Recommended forms of direct marketing:

• Telemarketing: keeping contact and maintain relationship with customer

through telephone. As the company can talk and discuss directly with their
customer who may be a whole sellers or a big retailers such as super market.
• Online marketing: sending email to customer to announce the special offers,
and other information about company.
• Direct mail marketing: same as online marketing but sending mail.
Page 28 of 40
 5. People:

a. Worker:
• Academic and skill training courses: to improve labor knowledge
and quality to catch up with the labor needed in the company with lower
cost compared to recruit new high-skilled employee.
• Cooperate with vocational college: to have sources of skilled labor
meet company requirements.

b. Sale representative:
• Goal: customer satisfaction, and company benefits.
• Training course: selling, communication, listening, and feedback skills.

Page 29 of 40
 F. ACTION PROGRAM:

TIME PERIOD BUDGET

PROMOTION
ACTION DEPARTMENT
MIX May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
VND
09 09 09 09 09 09 09 09 10 10 10 10
Develop new Research, 400
PRODUCT

products (fruit beer, production million

coffee beer, soft
drinks, …)

Discount, Sales 150

PRICE

commission million

Increase in quantity Marketing and 200

and quality of Sales million
PLACE

franchise

Page 30 of 40
 *Advertising on Advertising 230
T.V: million
HTV7, HTV9,
VTC5 (Sports
channel), THVL,
VTV3 at different
time in day (20s per
ads).
PROMOTION

*Advertising on Advertising 600

Newspaper: million
Tuoi Tre, Thanh
Nien, Nguoi Lao
Dong on weekday.

*Advertising on Advertising 400

Magazines: million
Tiep Thi & Gia
Dinh, Saigon Tiep
Thi, Dan Ong…

Page 31 of 40
 *Advertising on Advertising 400
Bill board: million
Put bill board in
front of impressive
places: Parkson
plaza, Benthanh
market, Winsor
plaza, buildings.

*Online Advertising and 300

advertising: IT million
banners on most
visited websites:
vnexpress, 5giay,
Yahoo, Google,
yeucahat.

Page 32 of 40
 *Personal selling: Sales 300
• Train sale million
representatives.
• Employ more
sale
representative.
• Provide more
compensation
and incentive.
*Sale promotion: Sales 500
Free sample booth, million
drinking contest,
designing contest,
“Open lid winning”
events.

Page 33 of 40
 Public Relation Public Relation 700
Celebrate and million
sponsor for some
social activities
such as: fund for
dioxin people and
orphanage kids.
Invite nutritionist.
Sponsor game show
on TV, national
football match,
movies.

4,180
Total million

Page 34 of 40
 G. CONTROL PROGRAM:

Department Measure Evaluate

Time Objectives Take Corrective Action
(Responsibility) performance Performance
Increase 5 more Marketing, IT 5 shops
franchise (Point Of Training sales representatives.
Q1 – End of July 2009

purchase).
Increase quality of Online surveys and Customer satisfaction on Redesign franchise, make
franchise. questionnaire. the service and at the contract with shops on training
shops promotion girls. Provide more
information to shops.
Increase customer Number of customer More than 1,000 visit to Changing and creating new
awareness. visit shops and websites. website in 1 week, and advertising.
to shops in 2 week

Page 35 of 40
Q2 – End of October 2009

Introduce new
products.
Put more on advertising and
Achieve at least
Sales, Marketing Summary promotion.
5.000 bottles sold
for new products
Q3 – End of January 2010

Maintain selling Marketing, sells Number of sells Similar amount to Spend more on discount and
rate as second previous quarter advertising.
quarter for new
products and also
existing products

Page 36 of 40
Q4 – End of April 2010

Selling for all Sell, and promotion Number of sells 30% increase compared Redesign promotion campaign
products increase to other previous and selling technique.
by 30% compared quarters
to other previous
quarters

Page 37 of 40
 H. CONCLUSION:

Saigon Export has been on Vietnamese market since 1977, and is being consumed by the majority of Vietnamese people. This,
in part, brings to the success of SABECO with 35% of Vietnamese market share in 2008. However, with the society trends, people
are getting richer and richer; international beer is more favored, and Saigon Beer will be declined in the future if SABECO do not
take any further action.

From the SWOT analysis, and current situation analysis, to improve the situation and to maintain the market leadership,
SABECO further action should be concentrated on research for new products, promotion, and improving the quality of services
providing by the company.

I. REFERENCES:

• ‘7000 ty dong uong bia Tet’ 2004, VnExpress News, 27 November, viewed 25 Apr 2009, <http://www.vnexpress.net/GL/Kinh-
doanh/2004/11/3B9D8FB2/>.

• ‘Tet nay do uong van len ngoi’ 2008, Dantri News, 26 Dec, viewed 25 April 2009, <http://dantri.com.vn/c76/s83-300149/tet-
nay-do-uong-van-len-ngoi.htm>.

• ‘Vietnam's 2nd largest brewer Habeco to equitize’ 2007, Thanh Nien news, 24 January, viewed 25 Apr 2009,
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