Định hướng hoàn thiện hoạch định thị trường chiến lược của doanh nghiệp thương mại nội địa

DIRECTIONS TO IMPROVE STRATEGIC MARKET PLANNING
OF DOMESTIC TRADE ENTERPRISES
ĐỊNH HƯỚNG HOÀN THIỆN HOẠCH ĐỊNH THỊ TRƯỜNG 
CHIẾN LƯỢC CỦA DOANH NGHIỆP THƯƠNG MẠI NỘI ĐỊA
MA, Dao Le Duc
Thuongmai University
dlduc@tmu.edu.vn
Abstract
Strategic market planning is receiving more and more attention from scientists and business
professionals, as the business environment is changing rapidly, more complex and unpredictable.
Strategic market planning is considered to be highly adaptable and flexible, integrating plans of
all levels in the business, thereby achieving market goals, creating and developing a competitive
position. The high growth potential of the domestic market has prompted commercial enterprises
to soon apply strategic market planning, as well as to change technology, improve quality and
diversify products. On the basis of a general assessment of domestic trade, the article focuses on
clarifying the current situation of strategic market planning of domestic commercial enterprises,
thereby considering and proposing some complete solutions this work.
Keywords: Strategic market planning, trade
Tóm tắt
Việc hoạch định thị trường chiến lược ngày càng nhận được nhiều sự quan tâm của các
nhà khoa học và các chuyên gia kinh doanh, khi môi trường kinh doanh ngày càng thay đổi nhanh
chóng, phức tạp và khó lường. Hoạch định thị trường chiến lược được đánh giá là có tính thích
ứng cao và linh hoạt, tích hợp các kế hoạch của các cấp trong doanh nghiệp, từ đó đạt được mục
tiêu thị trường, tạo dựng và phát triển vị thế cạnh tranh. Tiềm năng tăng trưởng cao của thị
trường nội địa đã thúc đẩy các doanh nghiệp thương mại sớm áp dụng hoạch định thị trường
chiến lược, cũng như thay đổi công nghệ, nâng cao chất lượng và đa dạng hóa sản phẩm. Trên
cơ sở đánh giá chung về thương mại trong nước, bài viết tập trung làm rõ thực trạng hoạch định
thị trường chiến lược của các doanh nghiệp thương mại trong nước, từ đó xem xét và đề xuất
một số giải pháp hoàn thiện công tác này.
Từ khóa: Hoạch định thị trường chiến lược, thương mại
1. Introduction
Research results of many scholars around the world have identified that most successful
businesses have strategies that are effectively planned and implemented (Porter, 2009; Chandler,
1962; Mintzberg et al., 2009). Strategic planning helps to determine the right directions to bring
the company to prosperity. In any business, planning is always a difficult task as thousands of
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variables have to be evaluated and the decisions that lead to success, survival or failure must be
made. For commercial enterprises, the competitors are growing stronger and more fiercely
competitive, the constantly changing needs of consumers and the ability in decreasing input costs
to relatively low that cause planning to become more and more difficult. This poses a problem
for businesses that can plan strategic directions more effectively and more adapt to volatile market
movements (Mintzberg et al., 2009). Accordingly, strategic market planning (SMP) is considered
to be highly adaptable and flexible, integrating the plans of company-level managers (participation
and resource allocation), managers business management (competition, product and market
decisions), and functional administrators (marketing strategies, operations, human resources...
that support market strategy). SMP can be defined as the process by which the firm achieves a
sustainable good fit with its market and broader environment. Therefore, SMP is concerned not
with day-to-day issues but with market issues which are: company wide, high level, long run, ir-
reversible, visionary, infrequent, unique and risky. Many businesses have applied strategic market
planning to varying degrees for more than half a decade as a managerial aid in establishing focus
and direction for an organization, with transformations analytical techniques in implementation.
Over the past years, Vietnam has become one of the most attractive retail markets globally
(ranked 6th in the group of 30 countries with potential and attractive investment in the field.
global retail sector). Total retail sales of consumer goods and services per capita of the whole
country increased by 2.65 times in the past 10 years, from 19.3 million VND / person in 2010 to
51.2 million VND / person in 2019, with the contribution to GDP approximately 8%. In 2020,
despite a decline in purchasing power due to the widespread influence of the Covid-19 epidemic,
the total retail sales of goods in the first 8 months of the year still reached 2,553.6 trillion VND,
an increase of 4% over the same period of year 2019. According to the World Bank, the domestic
market can partially supplement or even counterbalance the foreign market. Up to now, nearly
one-sixth of Vietnam’s population has joined the global middle class (with per capita spending
more than $ 15 ... pabilities of their busi-
ness units. Survey results show that more than 69% of managers only cover activities in their
fields, but do not have an overall view of the entire operation of the business, as well as have
good connections with other parts. Therefore, the construction of targets based on an imposing
one-way process has caused many administrators to lack review and discuss the assumptions on
the stock market, so it is not possible to define the individual customer base for each stock ex-
change, as well as lack of adaptation to market situations.
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b. Situation of market strategy and competitive strategy for strategic market
With the awareness of the importance of strategic market planning, the managers of com-
mercial enterprises have now researched and proposed market strategic directions and competitive
strategies for the above enterprises. strategic market. However, the actual investigation results
show that the level of strictness and normality in this content is not really high and popular. Only
about 30% of businesses have long-term market strategy plans, the rest only stop at annual or
short-term planning in strategic markets (2-3 years), and there are still few units have almost no
directions and market strategy documents. With such limitations, so many businesses do not really
have a clear division of managers and/or specialized departments for strategic market planning
activities. The content of strategic market planning is mostly integrated in the documents of gen-
eral plans and strategies. The survey results show that only 11% of businesses have managers
who are responsible for and closely follow strategic market planning content, while the number
of businesses with managers and/or ministries part-time and integration of strategic market plan-
ning tasks and businesses that do not have this department account for 61%.
Source: Investigation result 
Figure 4. Current state of resources for strategic market planning
c. The real situation of customer supply value for the strategic market
Commercial enterprises depend on their size, field of operation, capacity to choose and po-
sition certain values to provide customers. Preliminary investigation shows that managers are
based on the wants and needs of customers to choose and provide values for customers. Most of
them have done a list of information customers need to track and predict about current and future
needs and wants. Based on the data obtained from customer analysis lists, strategic market man-
agers made careful assessments of the value and relevance of the proposed customer values, as
well as examining the actual ability of the internal business to plan the value supply to customers
in the strategic market.
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Source: Investigation result 
Figure 5. Degree of perceived differences in the value of supply to strategic markets
The survey results show that 100% of enterprises carry out identification, selection and
positioning of supply value in strategic markets. However, the level of difference of customer
values that businesses choose to supply is not much between strategic markets, and there is not
really any homogeneity of customer value analysis and assessment methods. Only 12% of re-
spondents think that the proposed value of supply is appropriate and different for strategic mar-
kets, while this figure is 36% and 52% respectively for the two “suggested supply value, there
are some differences for strategic markets” and “not making differences to strategic markets”.
This is shown through most businesses trying to provide the basic customer values such as “for
people”, “low cost”, “quality”, “reputation”, “brand”, “satisfying customers’ choice”, “conve-
nience”, “freshness”, and “style”. Thus, it can be seen that managers have somewhat basic think-
ing and methods in identifying, analyzing, forecasting and selecting customer values, but applying
it to the practice of the enterprises’ planning on the market are not really scientific, methodical
and professional.
d. Situation of partnership development strategy planning
To operate a smooth flow of goods, access to customers smoothly, and expand markets,
businesses need to build and develop a good relationship with suppliers and distribution inter-
mediaries. At this point, it can be said that this partnership is considered an intangible asset of
the business, holding an important position in all areas of the business, as it directly affects quality
of product/services, supply methods, thereby affecting business results of enterprises. Therefore,
all businesses have been closely involved in cooperating and keeping relationships closer. In re-
cent years, businesses have made judgments, analyzes and assessments to better understand the
strengths, limitations as well as the needs and desires of suppliers and distributors. plan appro-
priate relationship management and communication methods. This helps them plan the basics of
how to work with partners, follow the business operation process, from purchasing to production
and selling in the market.
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Source: Investigation result 
Figure 6. Current Status of Partnership Development in Strategic Market
5. Orientation to plan in the future
With the current situation in strategic market planning, in order to complete this content,
commercial enterprises can synchronously deploy a number of solution orientations as follows:
Firstly, in order to effectively plan a strategic market, enterprises need to perform well the
analysis of the strategic market situation, to be able to fully and accurately assess and evaluate
developments, changing the development trend of the market, the competitive environment and
the business landscape of the business. Accordingly, the strategic market managers can allow the
application of a number of strategic environmental analysis tools such as integrated analysis
models of external factor environmental (EFE) and the internal factor environment (IFE), the
SPACE matrix, the BCG matrix, the GS matrix, the TOWS matrix. Based on these tools, along
with regularly collecting and updating information, strategic market managers will have the
amount of data needed to plan and adjust strategic markets.
Second, setting up reasonable long-term strategic market targets is important and necessary
for the deployment of corporate action content in strategic markets. Therefore, executives should
formulate long-term strategic market goals with consultation from the five approaches to which
are senior executives, shareholders, the business itself, competitors and environment. Consultation
from these five groups allows managers to have a more complete view of their current business
performance, as well as future growth prospects. Managers tend to be loyal to previous goals,
shareholders want to outpace existing results such as sudden growth, competitors act as target
parameters, the business itself plays a fundamental role, and the environment reflects what to do.
Therefore, in the process of setting long-term strategic market goals, enterprises need to do this
at all three strategic levels within the enterprise to ensure connectivity, inheritance and
synchronization across markets. strategy.
Third, in market strategy planning and competitive strategy, managers need to quickly
update and apply the knowledge of modern business administration. Since then, there is the right
understanding and application of the process of strategic planning, models and tools for strategic
selection in the context of technology 4.0 and the current broad level of economic integration.
Along with that, the selected strategic plans need to have discussion and evaluation of managers
in the business, from the Board of Directors, the Board of Directors to the administrators at all
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levels. The economic arguments of each strategic plan must show the great economic benefits
that the strategy brings and the feasibility of that plan. The selected strategic plans also need to
create a superiority in the capabilities of the business and differentiate from competitors.
Fourth, when identifying the strategic market, enterprises must choose and supply values 
that match the wishes of customers in each strategic market. This requires businesses to clearly
identify customers’ needs, motivations, habits and buying behavior. Accordingly, businesses need
to build a clear step-by-step plan, through each stage, what changes, how will customer values 
need to be changed, upgraded, and renewed in the strategic market. Strategic market managers
need to answer the questions “what determines customer value in many different segments”, “how
customer value is measured”, “how information technology can be used to increase customer
value”,”how current trends in customer value affect supply positioning”, “smart pricing strategies
can be used to enhance performance”. Offering an answer to these questions is that the business
has selected for itself distinct values for the strategic market segment, thereby giving the
appropriate positioning quality through its marketing efforts.
Fifth, businesses need to organize their supply chain and manage a cooperative supply
chain. Cooperation in the supply chain will encompass the full commitment of time, information
sharing, risks and bilateral benefits from the relationship. Accordingly, managers can follow a
number of things such as: (1) information on consumer demand is widely shared among all
stakeholders in the supply chain, (2) using media Joint transport to maximize the efficiency of
two-way transport and streamline routes to reduce transportation costs, (3) rural areas will also
have distribution centers with the same role as distribution centers in the city, (4) points of
distribution will be conveniently located to deliver goods to consumers quickly, such as delivery
to residential retail locations, or delivery points of high building
6. Conclusion
The changing business environment is clearly putting businesses in a adaptive spiral to
compete. Strategic market planning is seen as an effective tool to ensure a successful business’s
long-term market directions. However, this is not a simple piece of content, and the effective
adoption of the real-world planning process will often take weeks or longer (gathering information
is a year-round process). Therefore, businesses need to carry out strategic market planning bit by
bit and more accurately and ensure full awareness of the importance of strategic market planning
at all levels of the organization.
In this article, the author has assessed the current state of strategic market planning of
commercial enterprises. Based on the assessment results, a number of recommendations for
solutions have been raised such as enhancing the effectiveness of strategic market climate analysis
tools, increasing supply chain integration, and multi-stakeholder outreach. in setting long-term
strategic market goals... Besides the above results, this study still has certain limitations: firstly,
the research has not yet established a quantitative scale to consider the the impact of strategic
market planning on the business results of enterprises in the market; Second, the article has not
assessed the factors affecting the effectiveness of strategic market planning. The limitations and
results of this study may suggest some further research directions such as building a scale to
assess the impact of strategic market planning on commercial firms’ business results.
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