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Global MKTmidterm
Global MKTmidterm
Global MKTmidterm
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Group : 2
First and foremost, our team would like to express our most sincere gratitude to our
lecturer, Mrs. Tran Thi Thanh Van. Mrs. Van has given us immense support and
encouragement throughout the course of our research and writing process for the
report of the “Global Marketing” subject. Using her precious experience and expertise
of the field, she was a great source of of knowledge and inspiration, providing
detailed guidance on the best direction to develop our report, while also giving us
valuable suggestions on how we could approach our project and present our research
in the most appropriate way possible. Because of that, we were able to make the final
version of the report as good as it can be. Secondly, our team would also like to thank
the Department of Business Administration at Ton Duc Thang University for
providing us with an amazing study environment and conditions to fully explore this
subject.
However, due to time constraints, along with our lack of experience, it is inevitable
that the report is flawed to a certain extent, and we are eager to receive feedback from
lecturers and friends.
Sincerely,
Team 2
2
ACKNOWLEDGEMENT...........................................................................................2
ASSIGNMENT.............................................................................................................5
SECTION 1 : BACKGROUND ANALYSIS.............................................................6
1.1 Internal analysis (Company).............................................................................6
1.1.1 5C Analysis..................................................................................................6
1.1.2 Five Ms Analysis..........................................................................................9
1.1.3 SWOT Analysis.........................................................................................10
1.2 External analysis (Industry)............................................................................12
1.2.1 SWOT Analysis.........................................................................................12
1.2.2 PESTLE Analysis:.....................................................................................13
1.3 International SWOT analysis..........................................................................13
1.4 Preliminary assessment...................................................................................14
SECTION 2 : MARKET SELECTION...................................................................15
2.1 Concentration vs Diversification....................................................................15
2.2 Best trade areas................................................................................................16
2.3 Target market identification...........................................................................17
2.4 Selection of target market................................................................................19
2.4.1 Market Potential:......................................................................................19
2.4.2 Opportunities for Vietnamese Businesses:..............................................20
SECTION 3 : MARKET ENTRY............................................................................20
3.1 Market entry strategies....................................................................................20
3.2 Choosing a method of market entry...............................................................21
3.3 Selection of clients, distributors & partners..................................................23
3.3.1 Target Client:............................................................................................23
3.3.2 Distributor Selection:................................................................................23
3.3.3 Partner Selection:......................................................................................23
3.3.4 Additional Considerations:......................................................................23
3.4 Negotiating conditions.....................................................................................24
REFERENCES...........................................................................................................26
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ASSIGNMENT
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International
Lam's Seafood Market (America)
King Eggroll Express Restaurant (America)
Phước lợi Grocery Ltd (Canada)
8
Climate:
Consumer’s preference: Fresh, delicious, and authentic Vietnamese seafood,
good value for price, professional service, and upscale ambiance (depending on
segment).
The food and beverage (F&B) industry in Vietnam is expected to generate
around 610 trillion VND in revenue by 2026, indicating a rapid rate of growth.
Among that, the seafood industry takes up a significant proportion. Vietnam
boasts a high average seafood consumption rate per capita (around 37 kg per
person per year). This suggests a strong seafood culture where crabs could be a
significant part of the diet.
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Money (Financial Resources)
- Funding Sources: Established business relationships (potential access to loans),
existing capital from past operations.
- Financial Literacy: Financial planning and management expertise might be limited.
- Access to External Funding: May not be exploring external funding options for
growth or upgrades.
Machinery (Physical Resources)
- Equipment: Types of equipment used for catching (boats, traps, nets), processing
(sorting tables, cooking equipment, packaging machines), and storing crabs (freezers,
cold storage).
- Capacity: Production limitations due to insufficient or outdated machinery.
- Infrastructure: Condition and functionality of warehouses, processing facilities, and
any other relevant infrastructure.
Materials (Inventory)
- Crab Stock Access: Reliance on wild crab populations and their sustainability.
- Supplier Relationships: Existing relationships with suppliers for processing and
packaging materials (e.g., nets, tubs, spices, packaging).
- Inventory Management: Fluctuations in crab availability or quality, and management
of perishable inventory (bait, packaging materials).
Markets (Customer Base)
- Customer Segments: Existing customer base (restaurants, individual consumers,
wholesalers).
- Brand Recognition: Strength of brand reputation within the local market.
- Market Reach: Limitations of selling only in the local or regional market.
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High product quality: Vua Cua uses fresh, high-quality ingredients and has a
process in place to ensure food safety.
Diverse menu: Vua Cua offers a diverse menu with various dishes made from
crab and other seafood.
Good customer service: Vua Cua has a team of professional, enthusiastic, and
attentive staff.
Extensive network: Vua Cua has a nationwide restaurant system.
Weaknesses:
High price: The prices of dishes at Vua Cua are relatively high compared to
the market average.
High competition: The seafood restaurant industry is highly competitive with
many large brands.
Limited customer reach: Vua Cua mainly focuses on the mid-range and high-
end customer segments.
Dependence on raw materials: Vua Cua relies on fresh crab, so the price and
quality of products can be affected by this factor.
Opportunities:
Increasing demand for seafood consumption: The demand for seafood
consumption in Vietnam is increasing, especially in big cities.
E-commerce development: Vua Cua can take advantage of e-commerce
development to expand the market and reach potential customers.
Tourism development: The development of tourism will attract many
international tourists to Vietnam, which is an opportunity for Vua Cua to
expand the market and attract new customers.
Threats:
COVID-19 pandemic: The COVID-19 pandemic has negatively affected the
restaurant industry, so Vua Cua needs solutions to adapt to the new situation.
Fierce competition: The seafood restaurant industry is highly competitive, so
Vua Cua needs an effective competitive strategy to maintain market share.
Changing customer tastes: Customer tastes are constantly changing, so Vua
Cua needs to regularly update the menu and introduce new dishes to meet
customer needs.
Conclusion:
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Vua Cua is a strong seafood restaurant brand with many strengths such as a strong
brand, high product quality, a diverse menu, good customer service, and an extensive
network. However, Vua Cua also needs solutions to overcome weaknesses such as
high prices, limited customer reach, and dependence on raw materials.
Vua Cua has many opportunities for development in the future, such as increasing
demand for seafood consumption, e-commerce development, and tourism
development. However, Vua Cua also needs a strategy to deal with challenges such as
the COVID-19 pandemic, fierce competition, and changing customer tastes.
1.2 External analysis (Industry)
1.2.1 SWOT Analysis
Opportunities:
Growing Demand: The global demand for crab is expected to rise due to
increasing disposable income, urbanization, and a growing preference for
seafood.
Premiumization: Consumers are willing to pay more for premium quality crab
with sustainable sourcing and ethical practices.
Emerging Markets: Developing economies in Asia and Africa present new
markets for crab consumption.
Product Innovation: New processing and packaging techniques can extend
shelf life and create convenience products for busy consumers.
Aquaculture Growth: Crab aquaculture can help meet the growing demand
while reducing pressure on wild crab populations.
Threats:
Overfishing: Overfishing of wild crab populations can lead to scarcity and
price hikes.
Climate Change: Changes in ocean temperatures and acidification can harm
crab habitats and reproduction.
Pollution: Pollution from industrial waste and agricultural runoff can
contaminate crab meat and deter consumers.
Disease Outbreaks: Diseases can devastate crab populations and disrupt the
industry.
Competition: Competition from other seafood options and substitutes like
imitation crab meat can impact crab sales.
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1.2.2 PESTLE Analysis:
Political: Government regulations on fishing quotas, trade agreements, and
food safety standards can affect the crab industry.
Economic: Economic factors like inflation, currency fluctuations, and
consumer spending habits impact demand for crab.
Social: Changing consumer preferences for healthy, sustainable, and ethically
sourced seafood influence the industry.
Technological: Advancements in aquaculture technology, traceability systems,
and logistics can improve efficiency and transparency.
Legal: Environmental regulations, labor laws, and food safety regulations
affect the operating environment for crab producers and distributors.
Environmental: Sustainable fishing practices, habitat conservation, and
pollution control are crucial for the long-term viability of the crab industry.
1.3 International SWOT analysis
Strengths
Operational experience: Vua Cua has many years of experience operating a
seafood restaurant chain. The company has a team of experienced employees, a
well-defined operating process, and an effective management system.
Source of supply: Vua Cua has long-term cooperative relationships with
reputable suppliers, ensuring a supply of fresh and high-quality seafood.
Diverse menu: Vua Cua has a diverse menu with over 200 dishes made from
different types of seafood, meeting the needs of many customers.
Competitive price: Vua Cua applies competitive prices compared to other
seafood restaurants in the market.
Weaknesses
Lack of international experience: Vua Cua has no experience operating a
restaurant chain abroad. The company needs to research the market, culture,
and consumption habits of local people to be successful in the international
market.
Human resources: Vua Cua needs to recruit and train employees with good
English communication skills and knowledge of different cultures.
Operating costs: Operating costs of restaurants abroad are higher than in
Vietnam, including costs of premises, labor, materials, and taxes.
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Competitive risks: Vua Cua will face fierce competition from other seafood
restaurants in the international market.
Opportunities
Seafood consumption demand: The demand for seafood consumption is
increasing worldwide, especially in developed countries.
Tourism development: Tourism development drives the demand for dining at
restaurants, especially seafood restaurants.
Potential market: The international market is a large potential market with
many countries with large populations and high incomes.
International cooperation: Vua Cua can cooperate with international partners
to expand the market and reduce risks.
Threats
Fierce competition: Vua Cua will face fierce competition from other seafood
restaurants in the international market.
Trade barriers: Trade barriers such as tariffs and export quotas can affect Vua
Cua's business operations.
Exchange rate fluctuations: Exchange rate fluctuations can affect Vua Cua's
profits.
Epidemic risks: Epidemics like COVID-19 can affect the tourism industry and
the demand for dining at restaurants.
Conclusion
Vua Cua has great potential to develop the international market. However, the
company needs to have a suitable strategy to be successful in this competitive market.
Vua Cua needs to focus on brand building, improving service quality, diversifying the
menu, and increasing competitiveness.
1.4 Preliminary assessment
Market Position:
Vua Cua has established itself as a prominent player in Vietnam's seafood
restaurant industry, boasting a strong brand presence and a nationwide network
of restaurants.
Their focus on high-quality ingredients and fresh crab dishes caters to a
specific customer segment willing to pay premium prices.
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Competitive Landscape:
The global seafood restaurant industry is highly competitive, with numerous
established local and international brands.
Vua Cua faces competition on both price and offerings, with some competitors
targeting budget-conscious consumers and others offering a wider variety of
seafood options.
Growth Potential:
The rising demand for seafood consumption in Vietnam, particularly in urban
areas, presents a significant growth opportunity for Vua Cua.
The potential for expansion into online food delivery platforms and e-
commerce channels could broaden their customer reach beyond their existing
restaurant network.
Overall:
Overall, Vua Cua appears to be a well-established brand with a strong reputation for
quality and service. However, navigating the competitive landscape and adapting to
changing consumer preferences will be crucial for their continued success.
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potential markets, the increasing interest of local consumers, and the growing demand
for Vua Cua Cà Mau's products. By expanding into new markets, the brand can seize
the opportunity to grow and establish itself in the most promising trade regions. This
could create new opportunities for the brand to expand and diversify revenue sources,
reducing the risk from over-concentration in a single market. However, this expansion
needs to be carried out carefully to ensure it reflects market demands and has effective
marketing and distribution strategies.
2.2 Best trade areas
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Figure 2: "Seminar on 50 Years of Diplomatic Relations between Vietnam and the Netherlands:
Achievements and Prospects" held by the Ministry of Foreign Affairs in Hanoi on December 15, 2023.
Figure 3: Vietnamese Prime Minister Pham Minh Chinh received Dutch Minister for Foreign Trade
and Development Cooperation Liesje Schreinemachers on 28 November 2022
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The Netherlands has a significant appetite for seafood, with consumption steadily
increasing over the years. Seafood is a staple in Dutch cuisine, and consumers seek a
diverse range of fresh, high-quality products. The demand extends beyond traditional
seafood items to include exotic varieties, reflecting the country's multicultural
population and explored culinary preferences.
The Netherlands presents a unique opportunity for Vietnamese Ca Mau mud crab
exporters for several reasons:
Strong Seafood Market: The Dutch are major seafood importers with a
growing appetite for delicacies.
Distinct Product: Ca Mau crabs, raised in a unique brackish water ecosystem,
boast a distinct flavor that could stand out in the Dutch market.
High-Quality Focus: With a strong focus on high-quality and exotic foods, the
Netherlands presents an opportunity to position Ca Mau crabs as a premium
product.
Market Diversification: Currently, Ca Mau crab exports are mainly focused
on China, leaving plenty of room for Vietnamese exporters to tap into the
Dutch market.
Additional factors that could influence success include the Netherlands' well-
developed cold chain infrastructure for fresh seafood imports. However, for Ca Mau
crabs to truly gain a foothold, it would be important to invest in marketing and
promotion that effectively communicates the unique qualities of this Vietnamese
delicacy.
2.4 Selection of target market
2.4.1 Market Potential:
High demand: The Netherlands has a high seafood consumption rate, averaging
34kg/person/year, significantly higher than the global average
(20kg/person/year).
Demand structure:
Fish: Accounts for 60% of seafood consumption, with popular types
including salmon, cod, herring, and mackerel.
Shrimp: Accounts for 20% of seafood consumption, mainly whiteleg
shrimp and tiger shrimp.
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Other seafood: Squid, crab, clams, snails, mollusks, etc., account for 20%
of consumption.
Trends:
Increasing demand for processed and convenient seafood products.
Preference for products with certified origin and traceability.
Growing demand for unique and exotic seafood products.
2.4.2 Opportunities for Vietnamese Businesses:
Competitive advantages:
Vietnam has strengths in exporting seafood such as tra fish, basa fish,
shrimp, and squid.
Competitive product prices compared to other exporting countries.
The EVFTA agreement facilitates seafood exports from Vietnam to the EU,
including the Netherlands.
Market demand:
Demand for tropical seafood that the Netherlands cannot produce, such as
tra fish and basa fish.
Demand for processed and convenient seafood products.
Demand for seafood products with certified origin and traceability.
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Vua Cua hopes to succeed not only in revenue, profits, or famous brands, but also in
bringing Cà Mau crabs, Vietnamese seafood, and Vietnamese spices to the world's
tables," shared Ms. Anh Thư, CEO of Vua Cua.
Choosing to export as a method of market entry for Vua Cua's crabs in the
Netherlands involves several key steps and considerations:
Market Research: Conduct thorough market research to understand the
demand for crabs in the Netherlands. Identify potential customers, including
wholesalers, retailers, and restaurants, and assess the competition in the
market.
Regulatory Compliance: Familiarize yourself with Dutch import regulations
for seafood products, including crabs. Ensure that Vua Cua's crabs meet all
relevant food safety standards, labeling requirements, and import duties.
Product Preparation: Ensure that Vua Cua's crabs are processed and
packaged according to Dutch preferences and regulations. This may include
proper cleaning, packaging, and labeling of the crabs for export.
Logistics and Distribution: Establish efficient logistics and distribution
channels for exporting crabs to the Netherlands. This may involve working
with shipping companies, freight forwarders, and customs brokers to handle
transportation and customs clearance.
Build Relationships: Build strong relationships with Dutch importers,
distributors, and potential customers. Attend trade shows, networking events,
and industry conferences to showcase Vua Cua's crabs and establish
connections in the Netherlands seafood market.
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Quality Assurance: Ensure that Vua Cua's crabs consistently meet high-
quality standards to satisfy Dutch consumers. Implement quality control
measures throughout the production and distribution process to maintain
product integrity and customer satisfaction.
Adaptation and Flexibility: Remain adaptable and flexible to changes in
market conditions, consumer preferences, and regulatory requirements.
Continuously monitor market trends and adjust strategies as needed to
maximize opportunities and minimize risks.
By carefully planning and executing the exporting process, Vua Cua can successfully
enter the Netherlands market with its high-quality crabs and establish a strong
presence in the seafood industry.
3.3 Selection of clients, distributors & partners
3.3.1 Target Client:
Vietnamese expatriates: Leverage the existing Vietnamese community in the
Netherlands. They'll appreciate authentic Vietnamese flavors and also some of
them could be familiar with Vua Cua's brand.
Upscale urban professionals: Target young professionals in major cities like
Amsterdam, Rotterdam, and The Hague with a disposable income and interest
in trying new cuisines.
3.3.2 Distributor Selection:
Importers specializing in Asian food: Partner with established importers who
have experience distributing Asian food products in the Netherlands. They'll
have the necessary infrastructure and logistics network for smooth distribution.
Seafood distributors: Collaborate with seafood distributors focusing on high-
quality and exotic seafood. Vua Cua's fresh Vietnamese seafood can be a
valuable addition to their portfolio.
3.3.3 Partner Selection:
Restaurant groups: Partner with restaurant groups operating multiple
locations to expand Vua Cua's reach quickly.
Franchises: Consider franchising the Vua Cua model to qualified Dutch
entrepreneurs for a wider brand presence and faster growth.
Local Vietnamese chefs: Collaborate with Vietnamese chefs in the
Netherlands to create fusion dishes or menus that cater to Dutch tastes while
maintaining Vietnamese authenticity.
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3.3.4 Additional Considerations:
Compliance with Dutch food safety regulations: Ensure Vua Cua adheres to
all Dutch import regulations and quality standards for seafood products.
Marketing and branding strategy: Develop a targeted marketing strategy to
reach your chosen clientele. The particularity of this part will be talked about
later in this report.
3.4 Negotiating conditions
Setting objectives when negotiating with suppliers:
Price:
Understand the Price Quoted by the competitors.
Understand your product positioning.
Resist Price decreases.
Value for money
When leading on a procurement exercise ahead of contract award we need to be
satisfied that we obtain best value for money. We go through a stringent and
demanding series of tests and negotiations with the suppliers in order to achieve this.
Delivery
- Receipt of export approval.
- Receipt of foreign exchange approval from a central bank.
- Issuance of a letter of credit or bank guarantee.
- Making of a down-payment by the buyer.
- Issuance of an insurance policy.
- Delivery by the buyer of plans, drawings or other documentation.
- Issuance of a certificate of origin.
- Negotiators may agree on a cut-off date: if the contract has not come into force
within a certain time, then it becomes null and void.
Payment terms
Payment terms are the conditions surrounding the payment part of sale, typically
specified by the seller to the buyer.
Negotiate with the supplier on the payment terms that they want. Few other terms and
their short forms to be kept in mind are.
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– EOM: End of Month
– CWO: Cash with Order
– CND: Cash Next Delivery
– CBS: Cash before Shipment
After-sales service and maintenance arrangements
Sales Professionals need to stay in touch with the customers even after the deal.
Any product found broken or in a damaged condition must be exchanged
immediately.
Take feedback of the products and services from the customers. Feedback helps the
organization to know the customers better and incorporate the necessary changes for
better customer satisfaction.
Quality
As the first brand specializing in sauces exclusively for marinating and cooking
seafood, Vua Cua affirms that each dish is always delicately crafted by chefs to create
delicious flavors with the highest quality natural ingredients. Not only is the seafood
sourced directly from reputable origins, but the brand also meticulously ensures the
quality of every garlic clove, peppercorn, or avocado used in the sauce.
With the aim of providing the best experience for every diner, Vua Cua always
focuses on carefully selecting the raw materials and the origins of various types of
seafood. The dishes in the restaurant always use 100% natural ingredients, especially
in Vua Cua sauces.
Each renowned Vua Cua sauce is delicately processed with natural ingredients so that
anyone who comes to Vua Cua can confidently enjoy delicious dishes without
chemical substitutes or flavor enhancers. It's hard to resist when enjoying fresh
seafood combined with hot Vua Cua sauce, with its perfect smoothness that every
chef in the restaurant must be trained in professional sauce-making techniques to
ensure that every dish served is a perfect culinary masterpiece accompanied by a fresh
taste sensation experience.
In the memory of those who have savored cuisine at Vua Cua, black pepper sauce has
always been one of the most beloved sauces. To create this black pepper sauce, Vua
Cua has selected black pepper sourced directly from the Binh Phuoc pepper farm.
After being purchased, the central kitchen of Vua Cua will clean and sterilize the
ingredients before processing. The finished black pepper sauce will have a distinctive
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spicy aroma and perfect thickness, creating a delicate flavor when combined with
seafood, enhancing the fresh and delicious taste of Vua Cua seafood
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REFERENCES
Vua Cua. Retrieved April 1, 2024, from https://vuacua.vn/
Vua Cua - king of crab. Vua Cua. Retrieved from https://vuacua.vn/pages/about-us
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Nam. Tạp chí điện tử Hải quan Online. https://haiquanonline.com.vn/ha-lan-doi-tac-
thuong-mai-chuc-ty-do-cua-viet-nam-179810.html
Lần đầu tiên thương hiệu Cua Cà Mau được xuất khẩu chính ngạch sang thị trường
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https://doanhnghiephoinhap.vn/lan-dau-tien-thuong-hieu-cua-ca-mau-duoc-xuat-
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Xuất khẩu thuỷ sản sang Hà Lan: Cần thiết lập chuỗi sản xuất, chế biến. (2023,
November 16). Tạp chí Tài chính. Cơ quan thông tin của Bộ Tài chính.
https://tapchitaichinh.vn/xuat-khau-thuy-san-sang-ha-lan-can-thiet-lap-chuoi-san-
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V.T. Phương (2021), Cà Mau xuất khẩu thủy sản vào thị trường EU tăng mạnh sau
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