STRATEGIC MARKETING PROPOSAL

PLAN FOR A COSMETICS COMPANY

Case: BB Cream of Maybelline New York Vietnam

LAHTI UNIVERSITY OF APPLIED

SCIENCES
Degree programme in International
Business
Bachelor Thesis
2015
Nguyen, Thi Xuan Quynh

Lahti University of Applied Sciences

Degree Programme in International Business
NGUYEN, THI XUAN QUYNH:

Strategic Marketing Plan for

a Cosmetics Company
Case: BB Cream of
Maybelline New York Vietnam

Bachelors Thesis in International Business, 88 pages, 12 pages of appendices

Spring 2015
ABSTRACT

Background. Maybelline New York is one of the worlds leading cosmetics

brands, with availability in more than 100 countries around the world. Since it
first entered the Vietnamese market in 2007, the brand has grown rapidly and
dominated the mass makeup market in the categories of Eye and Lip. However,
BB Cream is a highly potential market that the company has not exploited.
Aims. The aim of this study is about gaining valuable consumer insights in order
to suggest strategic proposals to grow Maybellines current BB Cream business in
the Vietnamese market.
Methods. Deductive method is applied in this research. Additionally, data was
collected by combining both qualitative (focus group discussions and interviews)
and quantitative research (surveys).
Results. Based on in-depth consumer research and thorough analyses, two
weapons to grow BB Cream business have been suggested. The first one is to
recruit new users by emphasizing education and launching new blemish balm. The
second one is to explore opportunities to expand the market by catching up new
trend of CC Cream.
Conclusion. These suggestions are just the first steps of a marketing plan. In
order to implement these proposals, the author advised that more studies should
be done relating to consumer responses to specific products.
Key words: cosmetics, product marketing, strategic marketing, consumer insights

CONTENT
1

INTRODUCTION

1.1

Background

1.2

Thesis objectives and research questions

1.3

Research methodology

1.4

Scope and limitations

1.5

Thesis structure

STRATEGIC MARKETING PLAN

2.1

Situation Analysis (3Cs)

2.1.1

Company

10

2.1.2

Consumers

10

2.1.3

Competitors

12

2.1.4

SWOT Analysis

17

2.2

Consumer-Driven Marketing Strategy

18

2.2.1

Segmenting

19

2.2.2

Targeting

21

2.2.3

Positioning

25

2.3

Marketing Mix (4Cs)

30

2.3.1

Consumer value

30

2.3.2

Consumer costs

31

2.3.3

Convenience

31

2.3.4

Communication

32

MARKETING RESEARCH

33

3.1

Defining the problem and research objective

33

3.2

Develop research plan

35

3.3

Data acquisition

39

3.4

Data analysis

41

CASE STUDY: BB CREAM MAYBELLINE NEW YORK

VIETNAM

42

CONCLUSION AND RECOMMENDATIONS

43

SUMMARY

44

REFERENCES

45

APPENDICES

50

LIST OF FIGURES
FIGURE 1. Research methodology

FIGURE 2. Deductive approach

FIGURE 3. Inductive approach

FIGURE 4. Thesis structure

FIGURE 5. The marketing environment

FIGURE 6. Industry structure: The five forces

14

FIGURE 7. Company capability profiles

16

FIGURE 8. Designing a Consumer-Driven Marketing Strategy

19

FIGURE 9. Factors used to assess market attractiveness

22

FIGURE 10. Target market strategies

23

FIGURE 11. The 4Cs Positioning framework

26

FIGURE 12. A perceptual map

28

FIGURE 13. The Marketing Research Process

33

FIGURE 14. Research process timeline

40

LIST OF TABLES
TABLE 1. Consumer analysis

11

TABLE 2. TOWS Matrix

17

TABLE 3. Common criteria for identifying

19

TABLE 4. Characteristics of Different Types of Business Research

34

TABLE 5. Summarize of planning primary data collection

39

GLOSSARY
ACD

Active Cosmetics Division

BA

Beauty Advisors

BB Cream

Beauty Balm/ Blemish Balm Cream

CC Cream

Color Correction Cream

CPD

Consumer Product Division

CT

Counters

FGD

Focus Group Discussion

GT

General Trade

LPD

Luxury Product Division

MBL

Maybelline

MM

Marketing Manager

MNY

Maybelline New York

MT

Modern Trade

PPD

Professional Product Division

1.1

INTRODUCTION

Background

Since the first time entering the Vietnamese market in 2007, Maybelline New
York Vietnam has obtained a rapid growth over years. In a recent report, MNY
Vietnam has the highest growth rate in the Asian Pacific area with 22% (Asian
zone report in 2014). Within less than 10 years, MNY has become the leader in
the mass makeup market, especially the mascara segment with 90% market share.
Lip business has also proved to perform well, highly competitive in color lip
products with a growth rate of 23%. However, the facial category does not enjoy
as high a growth rate as the others. Maybelline still has a long way to go to
compete with LGs Essance (Korean brand) for the first place in makeup powder.
Meanwhile, BB Cream maintains the same sales figures without much promising
advancement in the near future. (LOral Vietnam Internal report Q-2 2014).
However, BB Cream market in Vietnam is growing at a rapid rate, proving to be a
very potential market in a short period of time. In 2008, MBL was the first brand
in the market introducing BB Cream, a breakthrough product replacing traditional
foundation and moisturizer. Two years later, Korean brand Essance jumped into
the field and started to share the market with Maybelline. Until now, 2014, almost
every cosmetics brand in Vietnam has its own range of BB Cream. This market
has become highly competitive. In the mass market, there are three main players:
Ponds (Unilever), Essance (LG), MBL (LOral) and lots of Korean and
unbranded products. With lack of focus on this segment, MBL BB Cream cannot
secure its success from earlier days.
In order to improve this business, MBL has requested the author to do research
and propose plans to solve this issue and make MBL No.1 in this market. To
prepare a feasible plan, the author was advised to conduct market research to
understand the market and get sufficient consumer insights.

1.2

Thesis objectives and research questions

This thesis aims at providing valuable consumer insight about BB Cream and
good understanding of the current market. Based on that, the research will help
point out the way to develop this category of MBL. Therefore, the ultimate goal of
this report is to provide the commission company a feasible plan to grow its BB
Cream business strategically.
The main research question: How can MBL grow its BB Cream business in
Vietnam?
In order to achieve the objective as well as answer the main research question, the
following sub-questions are established:

1.3

What are the consumer insights about BB Cream?

How well is MBL BB Cream performing in the market?

What are competitors doing in the market?

What is the trend of BB Cream in Vietnam?

How should MBL position its BB Cream portfolio in the market?

Research methodology

A snap-shot of this studys research methodology is provided in the following

figure:

Research
approach

Deductive

Research
method

Quanlitative
Quantitative

Data
collection

Primary: focus group, interview, survey & observation

Secondary: books, articles, reports & electronic sources

FIGURE 1. Research methodology

Research approach
According to Saunders (2009, 124-129), there are two common types of research
reasoning: deductive and inductive methods. In order to choose a suitable
approach, the author needs to understand the nature as well as the relationship
between theory and research of this study. In the deductive approach, a researcher
starts to work from a more general level to a more specific one. Informally, this
reasoning can be called top-down approach.

Theory
Hypothesis
Observation

Confirmation

FIGURE 2. Deductive approach

On the other hand, inductive reasoning has an opposite approach, starting from
specific observations and facts to find out patterns in the data. From that, the
researcher generalizes theories that could explain these patterns. This reasoning
can be informally called as bottom-up approach.

Theory
Pattern
Tentative
Hypothesis
Observation

FIGURE 3. Inductive approach

(Burney 2008.)
The nature of the research is the one that decides which approach to apply. As for
this study, the deductive reasoning will be applied.
Research method
In business and management research, qualitative and quantitative are the most
common methods to collect and analyze data. These two can be differentiated
simply by checking whether the collected data focusing more on numeric
(quantitative) or non-numeric (qualitative) data. (Saunders 2009.) According to
Zikmund (2010, 133-135), qualitative research focuses on discovering true inner
meaning and new insights by using techniques that allow researcher to provide
elaborate interpretations of phenomena without depending on numerical
measurement. Meanwhile, quantitative uses empirical assessments involving
numerical measurement and analysis to address research objectives.
This study has a strong focus on market research. It not only process qualitative
data with interview and focus groups, but also performs a survey which gives the

case company in-depth understanding of targeted consumer insights. As a result,

the mixed method approach consisting of both qualitative and quantitative
research is applied. Tashakkori and Teddlie (2003) have stated that this approach
can help providing better opportunities to answer research questions with two
major advantages. The combination of different methods can be used for different
purpose of the study. At first, the author employs interviews and focus groups to
get a feel for the key issues. By then, a questionnaire is conducted to collect
descriptive data.
Data collection method
In order to have comprehensive and sufficient information, the need of collecting
data from different sources is vital. Besides the primary data, in which the author
acquires information by interview, focus group and survey, the secondary source
is also paid attention to. Books, articles and electronic resources are explored to
get more adequate information as well as to understand the market thoroughly for
this study. (Eriksson 2008.)

1.4

Scope and limitations

In this thesis, the author only focuses on young female consumers aging from 15
to 27, which is considered as main target groups. The consumer insights play a
vital role in building the marketing plan. Even though Maybelline has the highest
level of sales channel coverage (General Trade, Modern Trade and Counter), the
brand positions itself as Consumer Products. Therefore, this research only focuses
on competitors in the mass market. The market research and survey are conducted
in five big cities of Vietnam (Ho Chi Minh, Ha Noi, Nha Trang, Da Nang and
Bien Hoa) where cosmetics products are well consumed.
It should be noted that this study only aims at giving the case company
suggestions based on insights of end-consumers and analysis of main competitors
promotion activities. The thesis does not focus on wholesalers, retailers and trade
marketing issues. Differences between distribution channels will be discussed but
not in-depth analysis as well. Besides, the proposal plan is just the guideline for
Maybelline setting its strategy, not a detail launching or communication plan.

Therefore, it is highly recommended that the company should carry out further
research to form a specific product marketing plan, if it decides to extend the
portfolio and consumer base.
This research is relatively broad as the author aims at providing the case company
better understanding about its consumer so that MBL can re-evaluate its
performance as well as prepare for new launch projects in the near future.

1.5

Thesis structure

This thesis is structured into two main sections. The first section is about
theoretical framework, which is discussed in Chapter 2 with all the theories, tools
and methods applied in the empirical issues in the second section. Those theories
include the 4Cs model to analyze the company current business situation,
consumer-value strategy and new model of marketing mix.
The second section of this thesis consists of two chapters. Chapter 3 is about the
market research process indicating how the author managed to get consumer
insights and market intelligence by conducting focus group interview, mass
survey and field visits. After that, Chapter 4 discusses about BB Cream business
of Maybelline and how to grow this category in the Vietnamese market by
stratetries formulated from information acquired in previous chapter.
Chapter 5 helps to answer the main research question and some recommendations
are formed for further research. Last but not least, a summary of the whole
research project will be provided in Chapter 7.
Following is the illustration of this thesiss structure:

 Introduction
Chapter 1

Theoretical framework
Chapter 2

Market research
Chapter 3
Empirical Part

Chapter 4

Chapter 5

Situation Analysis
Consumer-value strategy
Marketing mix

Conclusion
Recommendation

Summary
Chapter 6

FIGURE 4. Thesis structure

STRATEGIC MARKETING PLAN

Over the past four decades, marketing strategy has become the subject of
considerable research in both business and marketing literature. Marketing
strategy can be defined shortly as the means an organization uses to achieve its
goals. (West 2010, 34-37.) According to Craven et.al (2009), the development of
marketing strategy consists of forming a strategic vision and selecting market
targeting as well as positioning strategy for each market target. To complete this
process, the understanding of the marketing environment and competitive space
plays a vital role. (Cravens 2009, 31-49.)
In order to profitably satisfy consumer needs, a company must understand its
marketing environment thoroughly (Situation Analysis). Kotler (2012)
emphasizes that marketers must pioneer in being environmental trend trackers
and opportunity seekers. It is important for a company to study its marketing
situation carefully so that it can adapt strategies to meet new marketplace
challenges and opportunities. (Kotler 2012, 90.)
According to Johnson and Scholes (2005), a holistic strategic marketing plan
consists of three stages: Strategic analysis, Strategic choice and Strategic
implementation. Strategic analysis helps marketers understand the strategic
position of the company in terms of internal competencies, external environment
and stakeholders influence. Based on the analysis, strategic choice generates
strategic options for evaluation. Finally, after weighing all the options, strategic
implementation plays the role of being the translation of strategy into actions with
tactical plans. (West 2010, 70-71.)
Since the outcome of this study is providing case company with strategic
proposals, suggesting direction to develop its BB Cream business, the author only
focuses on strategic analysis and strategic choice. Strategic implementation will
not be discussed in detail in this research.

2.1

Situation Analysis (3Cs)

As an integral part of strategic formulation, a strategic analysis involves collecting

and analyzing relevant types of information about not only the environment and
trends, but organizational competencies and resources as well. A companys
marketing environment consists of two distinct levels: internal and external
environment. The external environment is further divided into two sub-categories:
macro and micro environment. The analysis of external environment helps
detecting opportunities and threats, both present and potential, while the internal
analysis results in the identification of strengths and weaknesses that exist within
the companys culture and structure.

Macroenvironment
Economics

Consumer

Technology

Microenvironment

Company

Collaborators

Political

Competitors

Social

Environment

FIGURE 5. The marketing environment

(West 2010, 71-72.)
To maintain sustainable success, a company must stays in tune with external
environment. In other words, a companys offers have to fit with the environment
wants. Therefore, a strategic fit is in need for the company to quickly respond
and adapt to changes of the market.

Since the case company Maybelline New York has already in the market and
established its brand awareness and success for a while, macro analysis is not
studied in this research, but in-depth analyses of micro and internal environment
will be provided.
In order to perform the marketing environment analysis, the author decides to use
3Cs model of Kenichi Ohmae (1982), which focuses on three factors for success:
the company itself, its consumer and competition (Tarun 2007).

2.1.1

Company

The aim of internal analysis is to acquire adequate understanding of a companys

aspects that are of strategic importance. An internal assessment has a pivotal role
in formulating marketing strategies. Along with external analysis, thorough
understanding of the companys resources and competencies is required to support
making marketing decision. It has been claimed that differences among companies
may be best explained by differences in the firms resources and their application.
(West 2010, 88.)
In this part, three aspects of internal analysis will be discussed. The first one will
be about the overall statement of the company, including mission, vision, broad
strategies and policies. The second aspect is about performance analysis, which
consists of brand association, consumer satisfaction, product portfolio and
employee capability. The third one is to identify strengths and weaknesses of the
company. Based on that, responsive strategies will be developed to utilize or
exploit strengths while overcome or correct weaknesses. (Aaker 2008.)

2.1.2

Consumers

Amstrong and Kotler (2013, 97-98) have emphasized the role of consumer as the
most important one, forming the basis of any strategy (Ohmae 1982). Since the
ultimate goal of a business is to satisfy consumer needs and build strong bond
with them, the foremost concern of a company is the interests of its consumer. As
a result, a consumer analysis is considered one of the most important parts that

need to be done in strategic marketing planning contexts. A consumer analysis can

be divided into three parts:

Market segmentation

Consumer behaviors

Unmet needs

Aaker (2008, 24) has defined segmentation as the identification of consumer

groups that respond differently from other groups to competitive offerings. Hence,
different segments require different methods of approach and different offers.
Therefore, a company needs to understand its consumer characteristics and
identify which segmentations they are belong to.
An analysis of consumer behavior helps a company to understand the marketplace
appeal of a product or opportunities for sales within a target consumer group. This
part will focus on the product perception and brand association. Besides,
frequency of product use and purchase as well as attitude towards merchandize
are also studied carefully. Moreover, the identification and evaluation of factors
affecting purchasing decision is also an integral part of this analysis. Based on
these studies, a company figures out consumer triggers and barriers so that it can
formulate tactics to shift non-users into users, thus gaining more market share.
Meanwhile, unmet needs provide insights on consumer needs that current
products or services in the market cannot satisfy them. It is strategically important
for a company to identify unmet needs because they represent opportunities to
acquire new consumers and expand the business (Aaker 2008). Apparently, these
needs are so not obvious that consumers are not aware of themselves sometimes.
It may be difficult to identify, but by being the first to address this gap, a company
can win a big deal and move forward aggressively.
The following table gives a brief of consumer analysis:
TABLE 1. Consumer analysis (Aaker 2008, 24)

SEGMENTATION

What are the consumers?

How can they be segmented into groups?

What are the characteristics of each segment?

CONSUMER BEHAVIOR

Brand awareness & perception

Product perception

Usages and Attitudes (price, merchandize, etc.)

Triggers and barriers

Factors affect purchasing decision

Media touch points

UNMET NEEDS

Why are some consumers dissatisfied?

Why do some switch brands?

Do these unmet needs represent leverage points for new business?

Since the case company requested author to focus on finding consumer insights,
this part will be paid more attention and effort to dig deep into consumers
perception, habits and attitude toward Maybelline brand and the research product
category.

2.1.3

Competitors

It is widely acknowledged that satisfying consumers is the central activities of a

marketing strategy. However, this part alone is not enough to guarantee success. A
company has to review its own strategy to evaluate whether it can do this job
better than its competitors or not. In order to achieve consumer satisfaction and
being able to offer greater value than the competition, a company needs to have
thorough understanding of not only its consumers but also its competitors. A good

competitor analysis will help a company to gain better understand of its

competitors. Accordingly, it can predict their reaction to any marketing initiative
that the company might make and exploit any weaknesses they might possess. (D.
Jobber 2010, 705.) Based on this, the company can learn from their competitors
and adjust its own strategy to maintain being competitive in the market. Thus, a
competitor analysis is crucial to the successful implementation of marketing
strategy, to help the company survive and grow.
This part consists of two components. Firstly, it is about an overview about the
industry the case company operating in in order to catch a glimpse of the
competition intensity. The following part is about identifying competitors, both
current and potential ones, and analyze its strategies and actions.

2.1.3.1 Competitive industry

In an article, Eskildson (2010) pointed out that it is the job of the strategist to
understand and cope with competition. In order to define whether an industry is
enjoying high long-run profit or not, it cannot just base on consumer satisfaction
level. There are other factors and determinants that will shape the rules of the
competition, including both established rivals and potential new entrants,
customers, suppliers and substitute products. These determinants are identified by
Porter as the five forces that shape competitive industry structure (Eskildson
2010). Each of these five forces then comprises a number of elements, which
together, combine to determine the strength of each force and its effect on the
competition (D. Jobber 2010, 705-707). Therefore, Porters five forces model will
be applied in this study to understand the competitive situation of the industry.

Threat
of
new entrants

Bargaining power
of
suppliers

Rivalry among
existing
competitors

Bargaining
power of
buyers

Threat
of substitute
products
FIGURE 6. Industry structure: The five forces (Porter 2008)
However, in this case study, the aspect of suppliers bargaining power will not be
discussed. As a fact, Maybelline Vietnam is operating as a franchise BB Cream
business; therefore, all the products will be imported from manufacturing hubs in
Asia (Indonesia and China). The company would have no supplier in Vietnam in
this case.

2.1.3.2 Competitor analysis

Aaker (2008) stated that understanding competitors and their activities can bring
back several benefits. First of all, a good study of the current strategys strengths
and weaknesses of competitors can suggest opportunities and threats that will
merit response to adjust the case companys strategy. Secondly, insights into
future strategies of competitors may lead into threats and opportunities prediction.
Thirdly, the ability to forecast likely reaction of key competitors can easily result
in decision about strategic alternatives. Finally, this analysis can also help the case

company to identify some strategic uncertainties that need more observation and
monitoring over time. (Aaker 2008, 44-48.)
Therefore, the goal of competitor analysis is set to acquire insights that influence
the development of a successful business strategy (Aaker 2008, 39). The first step
of this analysis to identify not only current but potential competitors that may
enter the market in the near future. After that, the focus will be shifted into
attempt to understand them and their strategies.
According to Jobber (2010, 708-711), the process of gathering data about
competitors strengths and weaknesses consists of three stages:
1. Identify key success factors of the industry
An important output of a competitive analysis is the identification of key
success factors for players in the market. These factors are competencies and
assets providing the basis for competing successfully. (Aaker 2008, 71-72).
Researcher is recommended to identify about six to eight factors to avoid
diffusion. These factors can be the ability to capture consumer needs quickly,
innovativeness or the capability to provide satisfactory services. The identified
criteria will be used to compare the case company with its competitors.
2. Rate the case company and its competitors on each key success factor,
using a rating scale
After defining key success factors of the industry that the case company is
operating in, the next step is to gather data related to its capability profiles
accordingly with those criteria. Normally, each factor will be assessed based
on a scale ranging from 1 (very poor) to 5 (very good).
Based on this, strengths and weaknesses of competitors in the market can be
visualized for better interpretation.

FIGURE 7. Company capability profiles

3. Consider the implications for competitive strategy
The above profile analysis provides better understanding of the competitive
situation and helps identifying possible strategies. The study would help case
company in defining where to focus and improve its performance to match
and exceed its competitors.
Along with good understanding of competitors strengths and weaknesses, it is
also useful to their strategy objectives as well. This would be very beneficial in
predicting the likely strategies and tactics in near future. Jobber (2010, 712)
suggested that in-depth studies of competitors marketing mix would result in
indicating target market while consumer perception research would be used to
assess relative differential advantages.
(D. Jobber 2010, 708-713.)

2.1.4

SWOT Analysis

After gather sufficient data related to company, its consumers and competitors,
SWOT analysis is used as a systematic way for integrating internal and external
analysis. This would help to formulate a strategic fit between what the
environment wants and what the case company has to offer, as well as what the
company needs and what the environment can provide.( West 2010, 93-95.) Trim
and Lee (2008, 731-745) described SWOT as a well-established method, which is
used to appraise a company situation. It can also extend by linking results of the
analysis to enhance the strategic decision making process. Thus, SWOT is
considered as an important foundation for any plan to help producing realistic and
meaningful strategic recommendations for a companys future direction. In fact,
the aim of SWOT analysis is to figure out the extent in which relevant strengths
and weaknesses of the company are capable of dealing with the changes taking
place in the business environment.
Despite its broad usage, SWOT has been subject of several criticisms because of
its apparent limitations, mostly caused by the simplicity. In this study, the TOWS
matrix will be applied instead of traditional SWOT tool. This matrix was
proposed by Weihrich (1982) as a very useful tool for creating a series of strategic
options for decision-makers to consider by illustrating alternative ways in which a
company can use its strengths to minimize threats and invest in available
opportunities to overcome weaknesses.
(West 2010, 71.)
TABLE 2. TOWS Matrix (Weihrich 1982, 60)

Internal

Strengths

Weaknesses
Strategic options

2.2

Opportunities

S+O

The strategies developed

Strengths can be used to

need to overcome a

capitalize or build upon

companys weaknesses if

existing or emerging

existing or emerging

opportunities

opportunities are to be
exploited

Threats

External

W+O

S+T

W+T

Strengths in the company

The strategies pursued must

can be used to minimize

minimize or overcome

existing or emerging

weaknesses and, as far as

threats

possible cope with threats

Consumer-Driven Marketing Strategy

Nowadays, consumer needs have become too numerous and widely scattered. It is
great challenge for companies to capture and satisfy all consumers in the market
place or at least all buyers in the same way. Thus, a consumer-driven marketing
strategy is pivotal for a company to build the right relationships with the right
consumers.
There is a shift in the way companies practice their marketing strategies. Most of
them have moved away from traditional mass marketing and toward target
marketing involving: segmenting the market into specific groups, targeting one or
more of them and positioning its products in the mind of consumers. (Kotler 2012,
212-214.)
Figure 8 below shows major steps in designing a customer-driven marketing
strategy.

Select customers to serve

Decide on a value proposition

Segmentation

Segmentation

Divide the total market

Divide the total market

into smaller segments

Create value

into smaller segments

for target
Targeting

customers

Targeting

Select the segment or

Select the segment or

segments to enter

segments to enter

FIGURE 8. Designing a Consumer-Driven Marketing Strategy (Kotler 2012, 215)

2.2.1

Segmenting

Market segmentation is vital for the success of a company (West 2010, 152).
Kotler (2012, 214) has defined this term as follow:
Market segmentation: Dividing a market into smaller segments
with distinct needs, characteristics or behavior that might
require separate marketing strategies or mixes.
The aim of segmenting is to identify groups of customers with similar needs and
preferences so that they can be served effectively while being of a sufficient size
for a product to be offered effectively (D. Jobber 2010, 260). Based on this, a
company can choose which group or groups to focus on and develop a series of
strategies tailored to each groups distinctive characteristics and requirements.
According to West (2010, 153-168), the most common variables for identifying
segments are as follow:
TABLE 3. Common criteria for identifying
Geography

Demography

Psychography

Behavior

Global

Gender

Personality

Usage rate

National

Age

Lifestyle

Loyalty level

City/ state

Education

Values

Event creation

 Climate

Income

Key benefits

Occupation
Religion

Since the case company in this study operates in mass market of Vietnam, there
will be no different in product offers among regions. Demographic and behavior
are two main metrics used to segment the cosmetics market in this research.
Demographic bases
Based on demographic, age, gender and occupation serve as appropriate bases for
segmentation. Since the case companys business is about color cosmetics, only
female group will be studied. This group of consumer will be then, divided into
smaller group according to their ages and level of education or occupation. Based
on this, level of income and purchasing power can be predicted as well.
Behavioristic bases
These bases are built around groups of consumers with similar perceptions and
responses toward particular products or services. There are different criteria
within this group such as loyalty level, brand insistence or creation of special
events, etc. However, main factors chosen to segment based on consumer
behaviors are usage rate and benefit segmentation. Usage rate involves the amount
which is normally consumed by individual consumers. Normally, consumers will
be classified into two groups: non-users and users. Then, within users, they will
continue to be divided into clusters of light, moderate and heavy users.
Apparently, the wants and needs of these groups are somewhat different from
each other. Meanwhile, benefit segmentation is based on key benefits that
consumers are seeking from the use of particular products or services. Even
though there can be two or more segments purchasing same products, the benefits
they are looking for can be very different.
(West 2010, 152-168.)

2.2.2

Targeting

After the company has segmented the market into groups with distinctive needs
and characteristics, the next step is targeting. This process involves evaluating
market segments and deciding which ones to serve.
Evaluate market segments
When evaluating market segments, a company has to address these two issues:
market attractiveness and the companys capability to compete in the segment (D.
Jobber 2010, 278).
Market attractiveness can be assessed by looking at market factors, competitive
factors and social factors:

Regarding the market factors, it is important to evaluate whether a

segment is potential or not. In order to clarify this, the company should
pay attention to segment size, growth and its profitability. Another
important criteria needed to be concerned is barriers to market segment
entry, which can take the form of the high marketing expenditures
necessary to compete or high switching costs for consumers.

Competitive factors consist of three elements: nature of competition, new

entrants and competitive differentiation. A segment with low level of
competition appears to be more attractive. However, the company must
take into account the likelihood of new entrants and the dynamics of the
market, especially with rapid changes of new technology nowadays.
Besides, segments will be even more attractive and potential if there is a
real probability of creating a differentiated product that consumer values.
This depends on how the company identifies unmet needs existing in the
market and its capability to fill this gap.

Most relevant social factor which will be studied in this research is about
trends in the cosmetics industry. A company needs to keep track with
changes in the market and make sure to be agile to follow the trend. Big
gains can be rewarded to first entrants.

The following figure helps summarizing factors to assess market attractiveness:

Segment size

Segment grow rate

Market factors
Segment profitability

Barriers to market segment entry

Nature of competition
Market attractiveness
Competitive factors

New entrants

Competitive differentiation

Social factors

Trends

FIGURE 9. Factors used to assess market attractiveness (D. Jobber 2010, 279)
(D. Jobber 2010, 278-281.)
Company capability
Even if a segment has high potential and is structurally attractive, a company
cannot choose to target this segment solely based on those factors. The company
must consider its own objectives and resources whether it can serve that group or
not. Some attractive segments can be dismissed quickly because they are not
aligned with the companys long-term objectives. Or on the other hand, the
company may be lack of skills and resources required to compete successfully in a
potential segment. Therefore, a company should only enter segments in which it
can create superior value for consumers and gain advantages over its competitors.
(Kotler 2012, 225.)
Target marketing strategies
After a company has evaluated all market segments, it is time to make decision on
which segments to target and serve. Market targeting can be carried out at
different levels (Kotler 2012, 225). According to Jobber (2010, 281-284), there
are four generic target strategies: undifferentiated marketing, differentiated

marketing, focused marketing and customized marketing. These strategies are

illustrated in the following figure:

Undifferentiated marketing

Marketing mix

Whole market

Differentiated marketing
Marketing mix 1

Segment 1
Focused marketing

Marketing mix 2

Segment 2

Marketing mix 3

Segment 3

Marketing mix

Customized marketing

Marketing mix 1

Customer 1

Marketing mix 2

Customer 2

Marketing mix 3

Customer 3

FIGURE 10. Target market strategies (D. Jobber 2010, 282)

Undifferentiated marketing
Kotler (2012, 225) has defined undifferentiated marketing as following:
A market-coverage strategy in which a firm decides to ignore
market segment differences and go after the whole market with
one offer

This strategy can be used when a market analysis shows no strong differences in
customer characteristics (D. Jobber 2010, 280). By applying this strategy, the
company will focus on common needs of consumers instead of digging deep into
what is different. Thus, the company will treat the market as a whole and design a
single marketing to appeal the largest number of customers.
However, undifferentiated market also has its drawback. Apparently, there are
difficulties in designing one product that can satisfy all consumers. Besides, mass
marketers often appear to be less competitive in comparison with more focused
companies that do a better job of addressing the needs of specific segments.
(Kotler 2012, 225-226.)
Differentiated marketing
A market-coverage strategy in which a firm decides to target
several market segments and designs separate offers for each
(Kotler 2012, 226)
When market segmentation reveals several attractive targets, a company can
design specific marketing mixes, tailored to the characteristics of each group.
This strategy focuses on exploiting differences among segments in the market. By
practicing differentiated marketing, a company can offer product variations to
segments and hope for gaining higher sales, wider coverage and stronger position
within each targeted segment. However, this application would cause higher costs
of doing business for the company. Developing separate marketing plan for
separate segments requires extra investment in market research, sales analyses and
promotion activities. Therefore, a company is advised to weigh increased sales
against additional costs when deciding on a differentiated marketing strategy.
(Kotler 2012, 226.)
Focused marketing
It is not necessary for a company to serve all the segments in the market but only
one that is most appealing and suitable to the companys resources. Thus, the
company only develops one single marketing mix aimed at one target market.
This strategy is claimed to be most appropriate for companies with limited

resources. (D. Jobber 2010, 282-283). Through focused marketing, a company can
achieve a strong market position because of its great knowledge of consumer
needs in the niche segment it serves. It can also market more efficiently, target its
whole business including product portfolio, sales channels and communication
programs toward only consumers that it can serve best and most profitably (D.
Jobber 2010, 227).
Customized marketing
In some specific markets, the needs and requirements of individual customers are
so different and their purchasing power is sufficient enough for companies to
develop a separate marketing mix for every single customer. In this case, the
application of customized marketing is required. (D. Jobber 2010, 284). Different
form mass marketing, customized marketing has made relationships between
suppliers and customers become more important than ever (Kotler 2012, 229).
In this study, the case company chooses to apply differentiated marketing buy
using different approach for different target group, in order to serve their needs
effectively.

2.2.3

Positioning

After defining the market segmentations and potential groups to target, the next
step, also the most important one, is to position a companys offers in the mind of
consumers successfully. This process is one of the most important aspects in a
marketing strategy because, nowadays, the market place has become overcommunicated and consumers constantly exposed to too many advertising
messages daily. Adding to this, the volumes of information spreading over
internet, the print and broadcast media can cause consumer suffering from
information overload. (D. &. Jobber 2009, 122.) Hence, typical consumers have a
natural tendency to discard all information that does not immediately find an
empty slot in their minds (Pearson 2014, 145-146). To cut through this clutter and
stand out from the rest, a company is in need of messages that are simple, direct
and that resonate with the consumers needs (D. &. Jobber 2009, 122).

Besides, Al Ries and Jack Trout also strongly state that it is positioning that is the
strategic key. If the consumer has a particular top-of-mind product when a specific
need arises in that category, it is the product that consumer is most likely to buy.
The point is to keep the companys brand name automatically pop up as a top of
choices. (West 2010, 171.) Noel Peebles (2012), author of How to Sell Your
Business the Easy Way! emphasizes the importance of positioning:
Positioning is the marketing tool that helps prospects and
customers identify whats unique about your product, service or
company. Use Positioning to give your advertising purpose, to
give it a message, and to give it the appropriate tone. Then and
only then, are you on your way to developing a good advertising
strategy.
Positioning statement
A key element of positioning is the creating of a positioning statement, which is
a memorable, image enhancing, written summation of the products desired
stature (D. &. Jobber 2009, 122). According to Jobber (2010, 285), a successful
positioning statement relies on four factors, as shown in below figure.

Consistency

Credibility

Clarity

Competitiveness

Successful
positioning

FIGURE 11. The 4Cs Positioning framework (D. Jobber 2010, 285)
o Clarity: a positioning statement needs to be clear of the target market and
differential benefits that are offered for this group
o Consistency: all the messages delivering to consumers must be consistent
with each other to minimize any confusion.

o Credibility: all the benefits marketing to consumers must be credible and

claimable to make it believable to the target audience.
o Competitiveness: the differential advantage should offer consumers
something of value that competitors cannot provide.
(West 2010, 173.)
Perceptual mapping
After finalizing a positioning statement, the next step is to examine ways in which
the company can assess its perceptual position inside the heads of its target
audience (West 2010, 174). In this case, a perceptual map can be used to
determine the position of a brand in the marketplace. According to Jobber and
Fahy (2009, 123), a perceptual map is a visual representation of consumer
perceptions of a brand and its competitors, using dimensions that are important to
consumers. They also suggested key steps to produce a perceptual map as follow:
1. Identify main players in the markets
2. Identify key criteria consumers use when choosing between brands (based
on qualitative research)
3. Check how consumers assess these criteria for each brand (quantitative
research)
4. Plot brands on a two-dimensional map

Dimension 1
High

Brand C

Brand B
Brand A

Dimension 2
Low

Dimension 2
High

Brand D
Dimension 1
Low

FIGURE 12. A perceptual map (modified from Jobber and Fahy (2009, 123))
Repositioning
When a product is not performing well, perhaps because of changes in consumer
tastes or internal conflicts causing by adding more products into the current
portfolio, that product need to be re-positioned. Repositioning involves changing
current target market into a new segment, choosing new differential advantages to
emphasize or both. Based on this, there are three options to consider:
1. Same market, same target, different image of product: this option will help
the companys offer flexible address the changing need of consumer
2. Same target, modify product: this alternative is only suitable for company
owning the whole process of manufacturing. In this case, Maybelline
Vietnam operates as a franchise business. Thus, the case company has no
right of modify products but just import them from manufacturing hubs
around the world. As a result, this option is not applicable.
3. Same product, change target consumer: A company can re-segment its
current market into smaller and more specific groups in order to offer each
product efficiently and avoid internal competition among units in the same
portfolio.

However, a decision to reposition a product or a brand should not be taken lightly

as there are risks of losing sales attached to this strategy. Thus, repositioning is
very challenging and should be undertaken with great care, supporting by
thoroughly market research and in-depth understanding of consumer insights.
(D. &. Jobber 2009, 123-126.)
Unique Selling Proposition
According to Kippenberger (2000, 6), the only way companies can use with the
hope of surviving and thriving in this ruthless competitive environment is to
differentiate their offers. Thus, it is very important to find and use their own
unique selling proposition (USP) to compete with other players in the market.
The concept of the USP was first developed by Rosser Reeves, creative head of
Ted Bates a US advertising agency in 1960. Reeves argued that every
advertisement had to propose a specific benefit to consumer, one that competitors
could not or did not offer. Besides, that proposition had to be strong and unique
enough to acquire new consumers. (Kippenberger 2000, 6). In other words, the
key point of proposition is to seek a point of difference, distinguish a companys
products from other competitors in the mind of consumers (Pearson 2014, 152153).
In order to differentiate its offers from other competitors, Jack Trout (2008)
suggested four steps a company must follow:
1. Understand the target consumers perception of all the brands in the
market, both strengths and weaknesses of each brand including case
company, in order to create a message that make sense in that category
context
2. Find the differentiating idea, which can set the companys offer apart from
its counterparts in the market.
3. Have the credentials to back up and market its differentness believable
4. Constantly communicate this difference

Following these steps, a company can create the USP for its product, which must
be simple, visible and delivered again and again to maintain a differentiated
position in the highly competitive market place.
(Kippenberger 2000, 8.)

2.3

Marketing Mix (4Cs)

Customers are the epicenter of any business. In fact, the survival of any company
is heavily dependent on customers acceptability and satisfaction of the
companys offerings. Therefore, business organizations would make all possible
attempts to satisfy their customers, by implementing a marketing mix strategy that
best suits those target groups. Over time, there are plenty of marketing mix
models, and most of them are seller or product centric and not given due attention
to the consumer-centric perspective. (Tarak 2014, 51.)
Lauterborn (1990) suggested a new model, replacing the traditional 4Ps marketing
mix of Mc.Carthy (1960) by the new 4Cs format, which focuses on customer
centric view of marketing. According to him, for a successful marketing strategy,
customers must be placed in the center of the plan. The 4Cs include Customer,
Cost, Convenience and Communication. (Tarak 2014, 52.)
Since this study emphasizes on consumer value, 4Cs model of Lauterborn will be
applied instead of traditional marketing mix 4Ps, which helps the author better
study and understand the customer from varies aspects.

2.3.1

Consumer value

The first element of the new 4Cs model is about consumer value. Nowadays,
companies can just push whatever they can produce to the consumers any more. It
is important for companies to understand what their target consumers wants and
needs so that they can sell products that consumers want to buy. Being built on the
consumer centric view, this concept is based on the fact that consumers are more
interested in how offers in the market solve their problems rather than the
products or services themselves (Tarak 2014, 52). The frenzy feeding is over; the

fish are out of school. Now they need to be lured one by one, with something
particularly wants. (Lauterborn 1990, 26.)

2.3.2

Consumer costs

Cost is equivalent to Pricing in the traditional marketing mix. Cost is a very

important consideration during consumer decision making and hence in this 4 Cs
principle, cost variable is given special attention. Following this practice, a
company has to plan the cost of the product on the basis of its customer.
(Lauterborn 1990.)
However, price is only a part of the total cost to satisfy a want or a need.
Consumer costs include all those costs required for acquiring a product or service
for actual use. Thus, price of product displays the seller centric view while
consumer cost represents the buyers centric view.
(Tarak 2014, 52.)

2.3.3

Convenience

Convenience is equivalent of distribution or placement of the traditional

marketing mix. The consumer convenience concept emphasizes on the
convenience of purchasing a product or service rather than the place of
availability of the offer (Tarak 2014). To be more specific, convenience takes into
account the ease of finding a product, finding information about that product and
buying it, etc. Therefore, marketers have to know how each sub-segment of the
market prefer to buy, how to be there and be ubiquitous, in order to guarantee
convenience to buy (Lauterborn 1990). Tarak (2014) stated that consumer
convenience element of the 4Cs model has provided a comprehensive sense to
place concept from consumers point of view.

2.3.4

Communication

The concept of communication remains same for both, the traditional marketing
mix as well as for the 4 Cs of marketing. While promotion tends to be
"manipulative", pushed from the seller; communication appears to be
"cooperative" built from the buyer centric view, with the aim to create a dialogue
with the potential customers based on their needs and lifestyles (Lauterborn
1990). This approach represents a broader focus. Communications can include all
promotion elements involving advertising, public relations, personal selling, viral
advertising, and any form of communication between the organization and the
consumer (Kotler 2012). In short, this element of Lauterborns 4Cs marketing mix
framework provides a comprehensive sense of promotional activities from
consumers point of view (Tarak 2014).

MARKETING RESEARCH

In addition to general information about consumers, competitors and marketplace

happenings, it is pivotal to have formal studies which provide consumer and
market insights for specifics situations and decisions. Kotler (2012) has defined
the term of marketing research as follow:
The systematic design, collection, analysis, and reporting of
data relevant to a specific marketing situation facing an
organization
According to Kotler, a good marketing research can help a company to assess
market potential and market share or measure the effectiveness of current
marketing mix strategy.
The marketing research process includes four steps, which are shown in the
following figure:

Define problem
& research
objectives

Develop
research plan

Data
acquisition

Data analysis
& findings

FIGURE 13. The Marketing Research Process

(Kotler 2012, 127.)

3.1

Defining the problem and research objective

In a marketing research process, the first step defining problems research

objectives is probably the most difficult but also most important one. There is an
adage a problem well defined is a problem half solved (Zikmunk 2010, 64).
This statement appeared to be applicable in business research as well. With
careful attention to problem definition, researcher can set proper research
objectives. The clear the purpose of the research is, the higher chances of
collecting necessary and relevant information while minimizing wasted time and
effort. Zikmund (2010) also suggested that the best place to begin a research

project is at the end. In other words, the research process can be planned based
on the outcome expected to get out at the end of the research.
Different types of objectives will lead to different types of research designs to
acquire information. Generally, the objectives can only be determined when there
is a mutual understanding or agreement between marketing managers and
researchers (Zikmunk 2010, 63). There are three most common types of
objectives: exploratory research, descriptive research and causal research.
Depending on the level of uncertainty surrounds the situation motivating the
research, researcher can choose the most appropriate type. Comparison of these
types of objectives can be found in following table:
TABLE 4. Characteristics of Different Types of Business Research (Zikmunk
2010, 60)

Exploratory
Research
Amount of
Uncertainty
Highly ambiguous
Characterizing
Decision Situation
Key Research
Research question
Statement
Early stage of
When Conducted?
decision making
Usual Research
Unstructured
Approach

Examples

Our sales are

declining for no
apparent reason.
What kind of
new products are
customers
interested in?

Nature of

Discovery

Descriptive
Research
Partially defined

Causal Research

Clearly defined

Later stages of
decision making

Research
hypothesis
Later stages of
decision making

Structured

Highly structured

Research question

What kind of
people patronize
our stores
compared to our
primary
competitor?
What product
features are most
important to our
customers?
Can be

Will consumers
buy more products
in a blue
package?
Which of two
advertising
campaigns will be
more effective?
Confirmatory

Research

oriented,
productive but
still speculative.
Often in need of
further research.

confirmatory
although more
research is
sometimes still
needed. Results
can be
managerially
actionable.

oriented. Fairly
conclusive with
managerially
actionable results
often obtained.

Related to this study, the research was guided by Maybelline Marketing Manager
(MM) with clear instruction about what kind of information is needed. As
mentioned in the first chapter, the business objective is to suggest a strategic
marketing proposal to grow current BB Cream business of Maybelline New York
in the Vietnamese market. In order to achieve this goal, it is crucial to have indepth studies about the market and its target consumers as a solid foundation to
build the plan. Thus, the research objective is set to be acquiring necessary
consumer and market insights to support planning the marketing strategy. To be
precise, this research aims at collecting data to examine three aspects of the
situation analysis including Company, Competitors and Consumers.
Based on the nature of the research, which is to get to know the market and
discover ideas that may be potential business opportunities (Zikmunk 2010, 54),
exploratory research appears to be the most appropriate one to apply in this study.

3.2

Develop research plan

After the problems are clearly defined and the objectives of the research is
carefully set, the next step is to translate these objectives into specific information
needed. Based on this, researcher can develop a plan to collect required data
efficiently. This plan provides a framework of action for the research (Zikmunk
2010, 66), outlines the specific research approaches, contact methods, sampling
plans and instrument that researchers will use to gather new data (Kotler 2012,
128).

Based on the objectives set in the previous part, the author outlines key
information needed in this research:
Market insights:
o Competitors activities
o Trends
o Brand awareness, brand loyalty, brand images, marketing activities
Consumer insights:
o Perception
o Behavior: Usage and Attitude

How-to

Usage frequency

Factors affecting purchasing decision

Pricing assessment

o Triggers and Barriers to start using BB Cream

o Unmet needs existing
o Media touch points
In order to acquire the listed information, the researching process is planned to
have two stages: Exploratory (qualitative) and Verifying (quantitative) stage.
1. Exploratory stage
This stage applies qualitative research method in order to collect data and
figure out possibly valuable insights. To be more specific, information will
be obtained by different approaches:
-

Interview with retailers in General Trade (GT) channel and Beauty

Advisors (BAs) in Modern Trade (MT) and Counter (CT) channels. These
three are distribution channels of MBL Vietnam.

Market visits to observe sales activities in different channels, consumer

buying behavior and competitors PR activities, etc. These visits have to
cover all three distribution channels of Maybelline. Therefore, they include
visits to key markets (GT), super markets (MT) and shopping malls (CT).

Focus groups with target groups of consumers. A focus group is defined as

a small group discussion (consists of six to twelve people) about some

research topic led by a moderator who guides discussion among the

participants (Zikmunk 2010, 65). This method is claimed to be a useful
way to obtaining background information about a particular subject to
formulate specific research questions for quantitative research conducted
later on (Rea 2014, 81).
2. Verifying stage
This stage will utilize data collected from earlier stage to formulate
questionnaires (quantitative research). It consists of three steps:
Sampling plan
Market researchers usually study a small group of consumers and based on
that, draw conclusions about the total consumer population. Ideally, a sample
should be representative in order to make accurate estimates of behaviors of
the larger population. (Kotler 2012, 138.)
In order to design sample, three decisions need to be made.
-

Sampling unit: Researchers have to decide on the profiles of respondents.

In this particular study, the survey is targeted at female students, age from
15 to 27, including high school, college students and first jobbers.

Sampling size: The larger the samples are, the more reliable the results are.
However, it is not necessary to sample the entire market to get reliable
results, since larger samples usually require more costs. After discussion
with marketing manager of MBL, the author was advised to conduct the
survey with around 150-200 respondents.

Sampling procedure: Respondents will be picked randomly at public

places such as schools, parks or shopping malls, etc. Since the author had
the ability to travel, the survey will be conducted not only in one but five
big cities of Vietnam: Ho Chi Minh City, Hanoi, Bien Hoa, Da Nang and
Nha Trang.

Designing the survey instrument

The development of the survey questionnaire is a crucial component of the
survey research process. It is pivotal that all the questions must be unbiased
and well-structured. This is an extremely detailed and time-consuming

process. Based on different contact methods e.g. in-person interview, webbased, telephone survey, etc., the format and wording of questions can be
different. Besides, the length of the survey is worth to pay attention to. The
author was advised by MBL Marketing Manager to put all the words within
two side of an A4 paper. The longer the questionnaires are, the lower the
response rates are. (Rea 2014, 31.)
Related to this study, there will be two questionnaires, distributed separately
to two groups of consumers. One will be for BB Cream users and the other is
for non-users. By dividing into two surveys, participants only need to read and
answer relevant questions and the survey paper will not look too lengthy to be
bothersome.
Instead of in-person interview, mail out or web-based interview, etc., intercept
survey is chosen to be the contact method. This is a variation of the in-person
survey whereby information can be obtained from respondents in populated
public area such as parks, schools, retail malls, etc. Respondents are actually
intercepted individually by the interviewer to participate in the survey. The
reasons behind choosing this method are listed as follow:
-

The opportunity to explain unclear questions and use visual aids or

product testers in the conduct of the interview

Questions are ensured not being skipped and there are no uncompleted
answers

The outcome data can be more reliable

(Rea 2014, 25-26.)

Pretesting the survey instrument

After a draft version of the survey is prepared, it is important to pretest the
questionnaire under actual survey conditions. This process will help
identify poorly worded questions. Thus, the overall quality of survey will
be adjusted and refined. (Rea 2014, 31).)
Implementing the survey
This is the most critical phase of the research process. The author had to
pay attention to maintaining the established random sampling procedure.

(Rea 2014, 32.) Besides, timeline is set to manage this stage within the
timeframe of one month. Because the questionnaires are printed on paper,
the author had to input the data into computer for processing. Since the
number of participant is not too big (N=180), Excel is recommended as the
main tool to analyze.
TABLE 5. Summarize of planning primary data collection (adapting from Kotler
(2012, 130))
Research
approach

Contact methods

Sampling

Observation

Personal

3 channels:
- Markets:
- Super markets:
- Shopping malls

Interview

In-person

Focus group

Discussion

- Retailers in markets: 20 shops

- BAs (MT & CT): 10

4 groups (6 people/group):
1. Age 18-22 BB users
2. Age 18-22 non BB users
3. Age 15-18 BB users
4. Age 15-18 non BB users
All must be non-marketing background

Survey

3.3

Intercept

- Female students age 15-27

- N=180
- Randomly picked, in 5 big cities of
Vietnam

Data acquisition

This stage helps to provide a holistic view of the data acquisition process. The
below figure illustrate how every single step is done and how it contributes to
reach the final goal of the research:

Company
info

Focus
groups

Interview
& Market
visits

Survey
design

Survey
implemen
tation

Final
analysis

Jan May
2014

Feb
2014

Mar
2014

April
2014

May
2014

Jun
2014

FIGURE 14. Research process timeline

During the first five months of the internship, the author had chance to learn about
LOral Company, its culture and Maybelline brand spirit. Marketing manager
and line manager provided great support in acquiring necessary information
related to the brands mission, vision and brand DNA as well as the current
business of Maybelline BB cream in the Vietnamese market. Most of information
about the company is from unpublished sources, which are case companys
presentations and internal reports, and given directly to the author. Moreover,
during the time of the project, guidance and advice are constantly offered by both
marketing manager and line managers whenever any issues arise that the author
wants to clarify.
The next step is to conduct four focus groups. The first two weeks were for
participating some focus groups of other projects. Then, based on observation, the
author prepared her own lists of questions for this study. During this period, the
author also needed to find participants with proper profiles following the sampling
plan. The next two weeks were reserved for actual group discussions. After
completing all four focus groups, all the information will be collected and
compare between groups in order to figure out some interesting insights and ideas

that worth testing in larger scale. During that period, the author was advised to
pay visits to key markets and super markets around Ho Chi Minh City to observe
consumer behavior and conduct interviews with shop owners and Beauty
Advisors. There was large number of places to visit while the author was still an
intern and had to actively support marketing team with daily tasks, these visits
took a lot of time to finish. The outcome of these interview and observation was
also beneficial for designing the questionnaires.
The next period was for collecting quantitative data. Designing a questionnaire is
a very time-consuming process and need to pretest a couple of time in order to
make sure the survey was well structured and good wording. Since it was
intercept interview, the author had to wander in public places such as big parks
around the city where students often hang out after school, or in universities, high
schools and shopping centers to pick up individuals and ask them to do the
survey. The total number of 180 people was approached and there are all valid
answers. This amount is accepted by the case company to represent the larger
population that this research is targeted at. At the end of the internship, the author
was required to analyze all information obtained and based on that, suggesting
plan to grow the current business of MBL BB Cream in the Vietnamese market.

3.4

Data analysis

This content is not available.

CASE STUDY: BB CREAM MAYBELLINE NEW YORK VIETNAM

This content is not available.

CONCLUSION AND RECOMMENDATIONS

This content is not available.

SUMMARY

BB Cream is a highly potential market with rapidly increasing penetration over

the year. However, Maybelline has not focused on this area but Eye and Lip
categories instead. Thus, the author was commissioned to study this market and
provide a feasible proposal to expand this line of business.
The author has applied both qualitative and quantitative methods to collect
valuable consumer insights. Qualitative data was gathered by focus group
discussion, in which the main purpose was to generate ideas. After that,
questionnaires were built to reconfirm those insights collected from FGD.
During the research, the author has made key findings:
-

Consumer insights:
o Skin issues: Acnes and irritation preventing more frequent users
o Consumers lack of how-to

MBL BB Creams are strong at smooth and natural features

BB Cream in the market cannot solve oil issues

There is a new trend toward CC Cream

Based on research and thorough analyses, the author came up with a solution for
growing BB Cream business of Maybelline in the Vietnamese market by
suggesting to recruit new users and explore new opportunities to expand the
market and steal market share from the competitors.
Further research is advised to implement these proposals.

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Davis, D. The Next Big Skin Care Trend: CC Creams. Los Angeles: TotalBeauty,
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APPENDICES
APPENDICE 1. Focus group discussion guideline for BB Non-users
WARM UP
Moderator introduces herself and Maybelline New York
Explain the Projects purpose:
We are working on a Project on make-up habits and lifestyles
to explore insights and behaviors of the consumers. You have
been invited to join us here today because of your experiences
and knowledge in this area and your interest together with the
valuable perspectives you can share with us.
Introduction

There are no right or wrong answers you will each have

your own point of view and there is no need to reach a
consensus at the end.
Be as honest as you can and try to think beyond the obvious
really think about how you feel deep down.
Now lets have everyone introduce herself. Please tell us your
name, age, career and anything you want to let us know about
you.

PERCEPTION

Beauty
Ideal skin
General
perception

- What do you think about beauty? What could you do to

make your beauty up? How important make up is for your
beauty?
- What is your definition of make up? Roles of make up?
- What is your ideal skin? Skin tone that you like? What is
a beautiful make-up skin?
- Your general perception toward cosmetics? Like or
dislike? Why?

USAGE

Trigger
Barrier
Usage frequency

- How many types of make-up products do/did you used to

use? What is your first cosmetics product (cleanser,
moisturizer, etc.)? Why do you use these? Benefits that
you are looking for in these products?
- What are your daily cosmetics products? Why?

- Have you ever done make-up? Frequency? At what time?

At which occasion?
- How is the difference between occasions (weekday/
weekend/ special occasions, etc.)?
- Why dont you do make-up? Why dont you make-up
regularly?
- Have you ever thought about starting to make-up? When?
Why only until then? Why not now? Reasons to make-up
more regularly?
- What is your 1st choice of products when you start doing
make-up? Why?
- How is an ideal facial make-up product (for skin)? What
are the benefits youre looking for when choosing a facial
make-up product? Could you list down top 5 benefits?
PROBE FOR BB CREAM PRODUCTS
- List all facial make-up (liquid foundation) products that
you know? Do you know any brands of liquid foundation
in market recently? What are they?
Moderator writes all brands they mentioned in small
cards then ask one by one for all brands by using follow
questions
- Could you please group these brands based on these
criteria: popular/ unpopular, suitable/ unsuitable with you,
premium/ mainstream, benefits, etc.? Why do you group
these brands together?
Perception about
BB Cream
Brand awareness
-

Moderator asks for each brand to check perception/ image

of each brand
How do you think about this brand? Whats come to your
mind first when you heard about this brand?
What advantages/ disadvantages of this brand? What
make you say so?
What do you like/ dislike of this brand?
What do you know about Maybelline? Maybellines
products?

- Do you know BB Cream? What do you know about BB

Cream? Have you ever tried BB Cream before? What do

you feel when you use it?

- Why dont you use BB Cream anymore? What benefits
do you expect BB Cream to have to start using it?
PURCHASING BEHAVIOR
- Where do you often buy facial cosmetics (cleanser,
moisturizer, color cosmetics, etc.)? Why do you go there
to buy?

Buying channels
Factors affect
purchasing
decisions

- Factors affect your purchasing decisions at selling point

(price, beauty advisors, merchandise, etc.)? What is your
buying habits? What is your normal budget for a facial
cosmetics product? Probe for BB Cream or liquid
foundation in general.
- What kinds of product features that most affect your
buying decision?
- Frequency of purchasing?

MEDIA
- What do you often do in your free time? Frequency?
Why?
- How do you know about new products or promotion
campaign? Most common information channels? (YAN,
Star Movie, Ads in cinemas, etc.)

Hobbies
Media touch point

- Do you like watching vlog? Specifically vlog about

beauty and make-up? Do you know famous blogger e.g.
Michelle Phan, From top to toe, Hana Tam, etc.?
Frequency of watching these videos?
- Where do you learn to know make-up how-to? You like
to be tutored on how to make-up? What kind of methods
do you prefer? Personal vlog, professional tutorial,
pictures only, instructions from make-up artists, etc.?
- Do you like to know make-up tips? Tips on how to
makeup and mix-match clothes to create total look?

APPENDICE 2. Focus group discussion guideline for BB Users

BB USER
Moderator introduces herself and Maybelline New York
Explain the Projects purpose:
We are working on a Project on make-up habits and lifestyles
to explore insights and behaviors of the consumers. You have
been invited to join us here today because of your experiences
and knowledge in this area and your interest together with
the valuable perspectives you can share with us.
Intro

There are no right or wrong answers you will each have

your own point of view and there is no need to reach a
consensus at the end.
Be as honest as you can and try to think beyond the obvious
really think about how you feel deep down.
Now lets have everyone introduce herself. Please tell us your
name, age, career and anything you want to let us know
about you.

- What is your definition of make up? Roles of make-up?

What do you do to make beauty up?
- What is your ideal skin? Skin tone that you like? What is a
Perception
beautiful make-up skin?
- What kinds of facial make-ups are you using?
- Beauty
- How often do you make-up? When? Which occasion?
- Ideal skin
- How do you do your make-up for different occasions (to
- General
school, to work, to party)
perception
- What cosmetics do you use daily? Why?
- Usage frequency - Why dont you use more often? What can make you to use
more often?

Usage

- What do you know about BB Cream? Why do you use it?

What are the benefits of BB Cream (what if you dont use)?
- What do you expect when using BB Cream? Which benefit
is the most important?
- What dont you like about BB Cream?

- What are the 5 most important factors that affect your

purchase decision of a BB Cream?
o Product (Natural ingredients, no irritation,
high coverage, etc.)
o Affordable price
o Recommendations from friends/family
o Advertisements, displays, etc.
- Acceptable price range? (18ml & 30ml)
- Make-up steps?
- How do you use your BB Cream?
o How often?
o When?
o How much?
o Use alone or with other products (powder, sun
cream)? Why?
o Re-apply?
o How many tubes per year?
- BB Cream vs Foundation vs CC Cream

Brands
perception

- Brand ever used

- Brand using
- Expectation

Purchase

- What BB Cream brands do you know? Can you categorize

them? (price, functions, prestige, etc.)
- What first comes to your mind when you think about this
brand? Pros and cons of each brand? What makes you think
so? What do you like/dislike about these brands?

- Which BB Cream/Foundation brands have you used? How

do you feel?
- What do you like/dislike?
- Why do you want to switch brands? How often?
- Which BB Cream brand are you using? Why not others?
How do you feel about the product? What makes you think
so?
- What do/don't you like about you current product?
- 3 most important features of an ideal BB Cream/Liquid
foundation?

- Where do you often buy BB Cream? Why not other

channels?
- What affect your purchase decision? How much do you
usually pay for a BB Cream?

- Which product features affect your purchase decision?

Ending
- CC Cream
- Media
- Interests

- Do you know what a CC Cream is? How do you know

about it? Have you tried? Do you like/dislike about CC
Cream? Can you compare BB Cream and CC Cream?
- What do you do in your free time? How often?
- Through which channels do you get information about new
products/promotional programs? (YAN, Star Movie,
Advertisements in the cinema, Facebook, Google search,
Kenh14, )
- Do you enjoying watching vlog? Do you like vlogs about
make-up (e.g. Michelle Phan)? How often?
- Do you enjoy make-up tutorials? Vlog, photos, make-up
artists, etc.?
- Do you like to know more about how to makeup as well as
tips on total looks? Make-up tips?

APPENDICE 3. Survey for Non BB-users

1. Age range:
Below 15 15 18

18 22

2. Occupation:
Office workers
Undergraduates

Above 22

High school students

Workers

Other:________
3. Your skin type:
Dry skin
Oily skin
Sensitive skin Combination skin Not sure
4. Your preference:
Skin tone:
Brightening

Brightening white

Pinkish white

Porcelain white

Honey skin

Other: ________

Skin texture:
Smooth
Dewy

Pinkish

Even

Other: ________

Flawless

5. Skin problems that you concern:

Acnes

Scars

Blemishes

Under-eye circles

Uneven skin tone

Oily skin

Dry skin

Pores

Un-smooth skin

Pale skin

Other (specify):________

Dull skin

6. Facial cosmetics products that youre using:

Face wash
Toner
Moisturizer

Sun cream

Primer (base)

Liquid foundation

BB Cream

CC Cream

Makeup powder

Concealer

None

Other (specify):_________

7. About your moisturizer (if applicable):

Reasons for using moisturizer:
Skin brightening
Skin whitening
Skin smoothening

Even out skin tone

Anti-aging

Skin firming

Acnes treatment

Moisturizing

Skin nourishing

Other (specify): ________

Frequency of usage:
Daily

5-7 times/week

3-4 times/week

1-2 times/week

Special occasions only

Others (specify):_________

8. About your sun cream (if applicable):

Reasons for using sun cream:
Avoid tanning
Avoid dark pigmentation
Avoid aging
UV protection
Other (specify): ________
Frequency of usage:

 Daily

5-7 times/week

3-4 times/week

1-2 times/week

Special occasions only

Others (specify):_________

9. About your foundation (if applicable):

Reasons for using foundation
Skin brightening
Skin whitening
Even out skin tone

Skin smoothening

Blemish concealing

Oil control

Other (specify):_______
Frequency of usage:
Daily

5-7 times/week

3-4 times/week

1-2 times/week

Special occasions only

Others (specify):_________

10. How do you define a beautiful skin after make-up?

Bright
Smooth
White

Pinkish white

Even skin tone

Non-blemish

Not cakey

Poreless

Natural

Other (specify):_______

11. Why dont you use make-ups regularly?

Fear of aging
Fear of being too dependent on make-ups
Fear of break-outs or irritations
Waste of time
Complicated
Takes time to remove make-ups
Unsuitable for my case
Dont know how to do make-up
Other (specify):___________________________
12. Do you know about BB Cream?
Yes
No

13. What is BB Cream in your opinion?

__________________________________________
__________________________________________

14. What is the purpose of BB Cream in your opinion?

Concealing
Even out skin tone
Skin smoothening

Skin brightening

Skin whitening

Skin nourishing

Moisturizing

Oil control

Acne treatment

Anti-aging

Sun protection

Natural make-up

Alternative for powder

Other (specify):_______

15. BB Cream brands that youre aware of:

The Face Shop
Essance

Maybelline

LOral

Bourjois

Mira

Skinfood

Skin79

Missha

Etude

Other: _______

16. Why dont you use BB Cream if you know about it?
Dont know how to use
Never tried before
Low coverage compared to foundation
No suitable shades to match my skin tone
Unsuitable for my case
Other (specify):_____________________________
17. What are the 5 most important factors of an ideal facial (foundation/BBCream)?
(from 1 5: low importance high importance)
__ Skin smoothening

__ Skin brightening

__ Even out skin tone

__ High coverage

__ No irritations

__ Moisturizing

__ Long lasting

__ Non-greasy

__ Light-weight, natural

__ Dont clog pores

__ Cooling ingredients

__ Easy to apply

__ Others (specify):_______
18. How the following factors affect your purchase decision of a facial make-up
(BB Cream/Foundation)?
Not
relevant at
all

Not
relevant

Neutral

Relevant

Very
relevant

Product features:
Shades

Brightness

Smooth

Coverage

Long lasting

Oil control

Moisturizing

(specify):

Famous brands

Nice packaging,
informative

Affordable price

BAs attitudes

BAs makeup

Display of products
in store

Promotion,
discounts

Tester offered

Good reviews

from friends/family

Other (specify):

Other

Recommendation

19. How do you get information about a new product or promotional campaign?
Posters, billboards on the streets/at the bus stops
TV:
HTV3

HTV7

YANTV

YEAH1

VTV3

SCTV5 - SCJ

VTV1

Lotte t Vit

E Channel

Other (specify):

Online newspapers:
Knh 14

VnExpress

Eva

Webtretho

24h

ione.net

Ngoisao.vn

Other (specify):

Newspapers, magazines:
VTM

Tip th & Gia nh

Hoa hc tr

Th gii vn ha

Cosmopolitan

Her World

Other (specify):

Facebook
Official website of the brand
Product displays in the stores
Recommendation from sellers
Recommendation from friends/family
Other (specify):_____________________________
20. How do you perceive the following price levels:
Cheap but
Expensive
Too cheap, must
VND
acceptable
but still
be low quality
quality
affordable
40.000
60.000
80.000
100.000

Too expensive to afford

125.000
150.000
200.000
250.000
300.000
350.000
400.000
500.000

21. About make-up tutorials: Do you like to:

Dont Dont

Read make-up tutorial

articles (magazines, etc.)

Neutral

Like

Really like

care

like

Watch make-up tutorial

videos (Michelle Phan,
Hana Tam)
Watch make-up tutorial
videos by make-up artists
Receive make-up tutorials
at the point of sale

APPENDICE 4. Survey for BB-users

22. Age range:
Below 15
18 22

15 17
23 27

Over 27
23. Occupation:
Student
Undergraduates

Office workers
Workers

Other:_________
24. Your skin type:
Dry skin
Sensitive skin
Not sure
25. Your preference:

Oily skin
Combination skin

Skin tone:
Bright

Skin texture:
Bright

Whitening bright

Dewy

Pinkish white

Smooth

Porcelain white

Even

Chocolate skin

Flawless

Honey skin

Other: ________

26. Skin problems that you concern:

Acnes
Blemishes

Scars
Under-eye circles

Uneven skin tone

Oily skin

Dry skin

Pores

Un-smooth

Pale skin

Dull skin

Other (secify): ________

27. How do you define a beautiful skin after make-up?

Bright
Smooth
White

Pinkish white

Even skin tone

Non-blemish

Non-powdery

Poreless

Natural

Other (specify): ________

28. Facial cosmetic products that youre using:

Moisturizer
Sun cream
Primer (base)

Liquid foundation

BB cream

CC Cream

Make-up powder

Concealer

Other (specify): ________

29. How often do you use BB Cream?
Daily
5-7 times/week
3-4 times/week

1-2 times/week

Special occasions

Other (specify): ________

30. When do you use BB Cream?

Going to school
Going to work
Hanging out with friends

Going to wedding, party

Every time I go out

Other (specify): ________

31. How do you usually use BB Cream?

BB Cream alone (one-step make-up)
In combination with

Moisturizer
Sun cream
Concealer
Make-up powder

32. Why do you use BB Cream in combination with other products?

More moisture
Protect skin
Brighter skin

Smother skin

Better coverage

Better sun protection

Better oil control

Longer lasting

Other (specify):______________

33. Why do you use BB Cream?

Fast and convenient
Easy to use, easy to blend
Thin make-up
Moisturizing
Sun protection function
Natural shade
No need to use make-up powder
Recommendation from friends
Recommendation from sellers
Start makeup with BB Cream
Influenced by ads
Brand preference
Other (specify): ____________________________
34. Why dont you use BB Cream more often?
Fear of skin aging
Fear of being dependent on make-up
Waste of time

Fear of skin irritations/break-outs

Takes time to remove make-ups

Unsuitable for my case

Dont know how to do make-up

Complicated
Other (specify):___________

35. How satisfied are you with your current BB Cream? (specify):_____________________
Very
Dissatisfi
Satisfie
Neutral
dissatisfied
ed
d

Very
satisfied

Shade/color

Brightness

Smooth

Coverage

Long lasting

Oil control

Moisturize

Light-weight

Price

Other (specify):