3.4 Data collection and processing
3.4.1 Determine sample size
Here, the author uses convenience sampling method (non-specified).
rate).
Sample size and sample allocation: Based on market share of Hai Phong TTĐM
In the area, the author distributes the number of survey samples as follows:
STT
Area | Quantity | |
1 | Duc Hoa District | 100 |
2 | Duc Hue District | 60 |
3 | Ben Luc District | 50 |
4 | Binh Chanh District | 40 |
Total | 250 |
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Table 3.4: Determining sample size and sample allocation
3.4.2 Survey, investigation and data collection
After creating the questionnaire and distributing the sample, the author conducted direct interviews with customers in the selected area.
3.4.3 Sample testing
After collecting primary data, the author conducts descriptive statistical analysis on issues related to the research issues mentioned above with the support of Excel software. The results obtained will help the author have a realistic view and from there can suggest some practical solutions to propose building the Hai electronics center brand.
Chapter 3 Conclusion
Chapter 3 has introduced an overview of the hardware and electrical appliance market in Duc Hoa area and neighboring areas, and introduced the business situation as well as an overview of the hardware and electrical appliance market of Hai Electrical Appliance Center. Analyze and evaluate the process of building the Hai Electrical Appliance Center brand in the past time. From there, it is the basis for proposing a number of solutions to orient the building of the Hai Electrical Appliance Center brand in the future.
in the future. Chapter 3 also outlined the specific research method, research process, and sample survey process to collect data as well as conduct sample testing after the survey.
CHAPTER 4: RESEARCH RESULTS AND DISCUSSION
4.1 Development orientation and goals of Hai electronics center.
4.1.1 Development orientation perspective
In the context of economic integration, Hai electronics center decided to focus on stabilizing and maintaining the current market, expanding the market to neighboring areas.
Positioning and developing product and service brands to avoid the impact of market fluctuations and fierce competition from other brands.
Specifically:
Focus on improving product and service quality based on the established foundation.
Diversify products, improve designs and packaging to meet the increasing needs of customers.
Improve management efficiency to reduce product costs, enhance the company's competitiveness, and gradually expand the market.
Strengthen trade promotion activities, brand promotion and improve distribution channels.
Perfect the company's marketing system to serve strategic goals.
Applying advanced science and technology combined with traditional techniques to the company's production and business activities.
Invest in human resource development, enhance creativity and dedication of employees in the enterprise.
4.1.2 Objectives of Hai electronics center.
The mission of Hai Electronics Center is to provide customers with the best quality products; balancing economic benefits with social responsibility. To fulfill this mission, the company needs to achieve the following goals:
best.
Revenue target: Annual growth of 15% to 20%.
Positioning goal: Support customers with good products and services.
Product goal: Diversify products, improve quality to
meet the increasing needs of customers.
Distribution goal: Actively distribute to key markets of Hai electronics center, while expanding the market to neighboring areas.
4.2 Survey results
4.2.1 Company awareness of brand and branding issues.
Brand awareness in a business is a very important factor that affects the business strategy not only in marketing but also affects the overall business strategy of the entire business. Without the right brand awareness, businesses can easily make mistakes in choosing their investment strategy. It is necessary to have a correct strategy in building the image of the business.
Currently, the company has not yet built a specific and long-term brand strategy. Therefore, when asked whether the company will have any position for brand and trademark management in the near future, the company answered "No". And when asked if the company has a marketing strategy for building and advertising the brand, the company has only applied seasonal promotional advertising programs or participated in consumer fairs when organized. Obviously, the company is not ready for a long-term and solid brand strategy even though it knows that economic integration forces them to stand on their brand.
Through a survey of the company's board of directors and some company employees on the issue of branding (42 people were surveyed), 42.9% said that the brand is the company's reputation, 30.1% said that the company's brand name and only 9.4% said that the brand is the company's asset and it is worth noting that brand awareness within the company is inconsistent from person to person.
9%
17%
44%
from the top management to the lowest level employees. For example, some employees in the company think that the brand is just the company name, while others think that the brand is the product or service characteristics of the company. And especially when asked how much of the annual budget is spent on brand development activities, the majority of lower-level employees do not know. This shows that the company has not invested properly in organizing and training employees on brand issues. Through research, the company currently does not have any training courses for employees in building and developing brands (Table 1, Appendix 2).
Reputation Asset Name
Other
30%
Figure 4.1: Employee understanding of the brand.
4.2.2 Awareness of developing the company's brand.
The good news is that when asked who is responsible for building and developing the brand in the company? 100% of people said that it is the responsibility of all departments in the company, everyone unites to create a strong brand image to benefit the company.
The company has begun to be more aware of developing its brand in the current competitive environment, but is not strong enough to have specific plans for building and developing the brand. In general, the budget for this activity is still low, accounting for only 1 - 3% of annual revenue, but
Strategic issues and brand planning are carried out by the company itself, rarely using outside consulting organizations and professional services due to high costs.
To successfully build a strong brand, it is not only built from functional components (products) but also from emotional factors including symbolic value factors to create psychological benefits for target customers. Only then will the Hai electronics center brand become familiar in the minds of customers, becoming the first name that customers refer to when they want to buy hardware and electronics products.
4.2.3 Internal company
Leadership:
-Leadership and pioneering: although established early and operating for a long time in the industry, up to now the company's board of directors has not had any creative, pioneering or leading ideas in the field of operation.
- There is no overall strategy for building and developing the brand. Currently, Hai Electronics Center has not defined its brand vision and mission. The target customers are not identified, nor is there a brand positioning. According to the results of an internal survey, 76.2% of employees do not know the company's operating direction, 16.7% misunderstand the operating direction and only 7.1% clearly understand the company's orientation. (Table 2, Appendix 2)
don't know wrong
clearly understand
17%
76%
7%
Figure 4.2: Employees' understanding of the company's operational orientation
19%
7%
74%
-Brand identity system: Elements such as name and logo are not given due attention as their importance. Even the center's employees do not fully understand the meaning of the Hai Electronics Center logo. According to the survey results, 73.8% of employees answered that they did not know what the logo meant, 19.1% of employees misunderstood the meaning of the logo, and only 7.1% clearly understood the meaning of the company's logo. (Table 3, Appendix 2)
Don't know
Misunderstanding Understand clearly
Figure 4.3: Employees' understanding of the meaning of the company logo
- Willingness to invest in the brand: Investment in building and developing the brand is very low, almost non-existent. However, through direct interviews with the management, they said they are willing to invest in the brand but do not have a specific plan and human resources to implement it.
- Leadership skills and capacity: still have many limitations and weaknesses, mainly management based on experience, with family scale. Lack of brand managers with expertise and capacity.
Human resources:
-Human resource quality: still low, reflected in relatively low salary compared to the market, so it cannot attract good employees.
- The current number of employees is 42 people.
- Consistency: low.
- Improveability: very difficult and costly to train.
- Training level: very low and almost non-existent.
calculation).
- Employee effort evaluation system: none (evaluation by feelings)
- Recognition and reward system: none.
- Employee brand pride: Survey results show that
5%
33%
29%
33%
33.4% of employees are proud of the company and 66.6% are not proud of the company. (Table 4, Appendix 2).
Very proud Proud
Not proud
Very not proud
Chart 4.4: Employee Pride Level
-Level of commitment to the company: low, personnel change frequently. According to the survey results, 57.1% plan to change jobs and 42.9% do not plan to change jobs. (Table 5, Appendix 2)
Have
Are not
43%
57%
Figure 4.5: Employee turnover intentions