HANOI UNIVERSITY

FACULTY OF MANAGEMENT AND TOURISM

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STRATEGIC
MARKETING REPORT

Lecturer: Mrs. Le Minh Hang

Students:

1. Nguyễn Hoàng Anh - 2004050004

2. Ngô Hồng Giang - 2004050015

3. Phạm Thu Hà - 2004050017

4. Bùi Thị Huyền Trang - 2004050052

Class: Tutorial 2, Group 5

Course: Strategic Marketing

Date: 10/11/2023
 TABLE OF CONTENTS

EXECUTIVE SUMMARY.................................................................................................................................
I. Situation Analysis......................................................................................................................................
1. Brand Profile.........................................................................................................................................
2. Micro Environment...............................................................................................................................
3. Macro Environment..............................................................................................................................
4. Critical Success Factors........................................................................................................................
5. Internal Capabilities Review.................................................................................................................
II. Problems and Opportunities Statement.................................................................................................
1. SWOT Analysis....................................................................................................................................
2. SWOT TOWS.......................................................................................................................................
3. Problems and Opportunities..................................................................................................................
III. High-level Marketing Strategies...........................................................................................................
1. Strategic Positioning.............................................................................................................................
2. Marketing Objectives............................................................................................................................
3. Strategic Innovation Strategies.............................................................................................................
a. Strategic Innovation Framework.....................................................................................................
b. Strategic Development....................................................................................................................
4. Segmentation and Targeting Strategies.................................................................................................
a. Targeting.........................................................................................................................................
b. Customer Value...............................................................................................................................
5. Customer Value Creation Mix - New 4Ps............................................................................................
a. Products...........................................................................................................................................
b. Price................................................................................................................................................
c. Place................................................................................................................................................
d. Promotion........................................................................................................................................
IV. Strategy Implementation.......................................................................................................................
V. Strategy Evaluation and Control............................................................................................................
REFERENCES....................................................................................................................................................

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EXECUTIVE SUMMARY

1. Brand profile
- Established in 2013 as part of Golden Gate restaurant chain Trailblazer in
introducing Korean BBQ to Vietnam
- Envisions immersive dining experiences
- Committed to values defining Vietnamese hospitality

2. Situation analysis
- Conducted external analysis of micro & macro environment Assessed internal
capabilities for Gogi House
- Ranked factors affecting the strategic marketing plan based on significance
and occurrence
- Created a CFS Determination table grouping the most important factors
- Identified key challenges and opportunities

3. Problems & Opportunities

- After arranging the key factors in SWOT, we have
- Product life cycle: maturity → need innovation
- Reliance on offline and in-restaurant services → need convenient multi-
channel options
- Capitalizing on the at-home dining trend & food delivery → expand
market size

4. High-level Marketing Strategies

- Strategic Positioning: Brand meaning → Brand response

- Maintaining the top-notch quality of Korean barbecue
- Prioritize enhancing customer service with diverse & convenient offerings
Address pain points related to busy lifestyles, providing solutions for
customers who desire both in-store dining experiences and products for home
use

5. Marketing Objectives

15% 20% 18% 10% 15%

Awareness Sales Revenue Customer Customer
Satisfaction Retention
Rates

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 6. Strategic Market Positioning
Timeline: 5 years
2024 - 2028

Segmentation and targeting strategy

- Targeting: Young and Influential (Young family)
- Customer Value: leveraging health-centric menus,...

Customer value creation mix

- Product and Price: New product line as FMCG products sold in different range
of prices
- Place: Align with new Offline channels (Winmart, Coopmart,...), the online
channels are also boosted
- Promotion: Carry out the Promotion depending on each phase objective that is
needed to focus more

Strategy implementation, evaluation & control

- Strategy Implementation: Aim to be more diverse, convenient services that
meet all needs
- Strategy Evaluation and Control: Review strategy and satisfaction levels by
analyzing the data

I. Situation Analysis

1. Brand Profile
● Overall

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 - GoGi House was established in 2013 by Golden Gate
- Restaurant chain serving Korean BBQ
- Golden Gate established in 2005, pioneering in applying the restaurant chain
model in Vietnam
● Mission, vision, philosophy
- Mission: Happy team member - Happy customer
- Vision:
+ BE THE FIRST F&B CHOICE/Lựa chọn ẩm thực số 1 (Golden Gate)
+ Thịt nướng Hàn Quốc ngon số 1 (GoGi House)
- Philosophy:
+ More quality for life
● Core values

2. Micro Environment
a. Market Review
In Vietnam:

- Market size 2020: US$62.5 billion, CAGR of 11% over 2019-2024

- Mordor Intelligence: VN F&B expand at 8.65% annually in 2021-2026. Market size
reach 678 million USD in 2025
- Expected to become the 3rd-largest urban market-consumer numbers and 5th-largest
total spending in Southeast Asia by 2030.
Opportunities for GoGi House:
- Vietnam F&B industry is expected to develop in both growth rate and market size,
enabling the development of GoGi
- The increase in consumer numbers and total spending can lead to an increase in eating
out spendings

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 b. Future market attractiveness
● Current Competitive Rivalry - Medium

- Brands offer similar products and services GoGi (BBQ Buffet): abundant, varies in
different segments
+ Eg: King BBQ and Meatplus - 2 famous chains offer similar service to GoGi
+ Lower price segment: BukBuk, Hugo, or iron pan grill

- Switching cost:
+ In general, GoGi prices are considered higher than others, but there is not
much difference.
+ However, the overall service and quality also depends on the customer's
perception
- Winning points:
+ GoGi: stable quality and service in restaurant chain, good communication with
customers, offer comprehensive experience
+ Competitors: focus on intimate service and quality menu but not really
outstanding
● Threats of New Entrants - Low
- Barriers to entry
+ There have been many hot pot buffet models, chain stores, and famous brands
+ Market getting crowded, easy to open a barbecue buffet restaurant, but hard to form a
professional model, requiring capital and many other factors.
- Opportunities attract new entrants
+ Huge profits and a large number of customers who regularly use the service
+ Year round model - little concern about the influence of other factors
- New players
+ Bơ Bán Bò, Lẩu & Nướng Ăndeee - Ăn vì đam mê, Buk Buk, Gang Buk, etc.
- Make the business scalable:
+ Getting new insights of customers to adjust and offer augmented
● Threats of Substitutes - Medium
- Substitute by eating at home trend
- But sometimes difficult to switch because of the atmosphere and service offered at
restaurants
● Power of Customers - High
- Over 10 years, have a certain number of loyal customer
- Quality barbecue buffet, but alacarte and combos haven't received much attention
- BBQ still get the young demand, especially at gatherings occasions
c. Competitive review
● Competitors

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● Competitive Review

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 d. Customer segmentation

e. Distribution channel
- > 100 restaurants in 41 provinces
- Only served at restaurants, customer enjoy Korean BBQ experience
(space, professional service, served at table)
f. Supply
- Meats (beef, pork, chicken and seafood) are imported officially and
passed 2 inspections by state agencies.
- 3 main countries: Australia, Canada and USA

3. Macro Environment

a. Political
Government Regulations:

- Comply with regulations - food safety and health standards

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 - Inspection and testing activities are being deployed and promoted even more
tightened these days.
- According to Government Electronic Newspaper (2023),
+ “Nearly 7.5 million: households and farmer union members have signed
commitments to ensure food safety.
+ 290.000 food business inspected:
discovering 30,000 violations
handling 6,181 establishments - fine of 52 billion VNĐ.

+ The Deputy Prime Minister said: "From now, we must have a plan to intensify
food safety and hygiene activities, especially enhancing inspection and
supervision,"

VAT Rates: Starting from July 1, 2023, there has been an adjustment VAT reduce from 10%
to 8%

→ Potential to have a positive impact on barbecue restaurants in Vietnam.

→ Helping them reduce costs and make their prices more attractive to customers.

b. Economic

- Economic Growth: Despite the aftermath of Covid-19 & the global economic
downturn, Vietnamese economy is still growing and predicted to continue
growing in the future → Increasing frequency of dining out
+ F&B Revenue: 2021 - 438,848 Billion
2022 (increase 39%) - 610,000 Billion
2023 - Continue to increase

- Inflation: Rising inflation rates may impact food and operational costs, potentially
affecting pricing strategies.
+ The IMF - International Monetary Fund predicts:
2022 - 3.7%
2023 is expected - 3.9%
Continue to increase

c. Social

- Health and Dietary Trends:

+ The impact of the COVID-19 pandemic → Dietary habits and awareness
of healthy eating for better health.
+ Health-conscious consumers may seek out healthier food options →
potential menu changes and marketing efforts.

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 - Youngsters' preference for convenience eating
+ Young people often choose eateries and restaurants because of food variety &
convenience but still cheap and guaranteed.
+ Understanding the demographics of the youngsters → understand target
customer segments

- Tiktok Influencer-Driven Dining Choices:

+ Young consumers rely on reviews from influencers like TikTokkers to choose
a dining place.
+ Presents opportunities to gain visibility and credibility through positive
reviews >< poses a threat as negative reviews can harm their reputation
d. Technological

- Automation and Efficiency: With advancements in kitchen technology, restaurants

+ Seek ways to streamline the cooking process
+ Ensure the future of food.

→ Technology can enhance food preparation, ordering systems, and customer

engagement, leading to improved operational efficiency.

- Online Food Delivery Trends: Delivery food market: 30% of the total market
share in the F&B industry in Vietnam →Its growth rate is very high and shows no signs
of slowing down.

→ The growth of online food delivery platforms and mobile apps may require barbecue
restaurants to establish a strong online presence and delivery service.

e. Environmental

- Sustainability:

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 + Green consumption - a new trend
+ Consumer awareness is also increasing

→ Higher demand for eco-friendly practices in the restaurant industry

- Climate Change:
+ Climate change is affecting resource-rich regions
+ Posing potential risks of global commodity scarcity.

→ Disrupt the supply chain, affect ingredient availability and pricing.

f. Legal:

- Food Safety Regulations: Compliance with food safety standards and regulations
→ avoid legal issues and maintain customer trust.

- Labor Laws: In an increasingly complex and globalized economic environment,

labor leasing relationships → challenges in terms of labor rights and compliance.

- Intellectual Property: Protecting trademarks and intellectual property → associate

with brand identity & legal protection

4. Critical Success Factors

a. Micro Environment CFS Ranking

Opportunities Degree of Probability Reasons

significance of occurrence

GoGi recognized by 5 4 The expansion and branding factors

wide range of customers, GoGi built over 10 years → easier to
having amount of loyal reach and engage customer if there is
customer
any change

Supplies mainly from 4 4 Bold the quality of meat but it can be

overseas affected if any crisis or event happen

Competitors not offer 4 3 Take advantage → continuously standing

comprehensive experience out from competitors but it depends a lot
like GoGi on the operation process

The huge number of 4 3 Increase the recognition and reputation of

restaurants GoGi but it is hardly to open more

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 restaurants (difficulty in operation)

Threats Degree of Probability of Reasons

significance occurrence

Threat of substitute by 4 4 Although it is not a new trend but people

eating at home nowadays tend to having meals at home
for food safety and prioritize comfort

Newbies arise 3 4 Porter 5 forces: arise but it is not easy to

dramatically both in manage a chain with stable experience like
quantities and quality GoGi

Customers majorly know 3 3 Branding: BBQ buffet

GoGi buffet, not all
products Alacarte and
Combo

b. Macro Environment CFS Ranking

Opportunities Degree of Probability of Reasons

significance occurrence

A stable economy → more consumers

Economic Growth 2 2 spend on dining out

Regulations - Gogi’s competitive advantage: food

Food Safety 3 3 safety+health standards

Youngsters’ The trend of young people choosing

preference for 4 4 eateries and restaurants → Gogi House
eating out
can still target this demographic.

Tiktok Influencer- Gogi House can take advantages of the

Driven Dining 4 4 KOLs/KOCs as supporting tactics to
Choices spread out the promotion program

Growth of online food delivery platforms

Online Food 4 3 and mobile apps
Delivery Trends → Gogi House can expand its customer
base

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Sustainability 2 3 Align with environmentally-conscious
trend

VAT Rates 2 3 Reduce small amount of costs

Threats Degree of Probability of Reasons

significance occurrence

Online Food If Gogi House fails to establish a strong

Delivery Trends 5 4 online presence and convenience
delivery service → lose customers

Health and Dietary 3 4 The healthy-conscious customers are

Trends willing to choose more healthier options

Tiktok Influencer- 2 3 If there is any KOLs feedback not good

Driven Dining about the food/service → Reputation of
Choices
Gogi House might be affected

Rising inflation rates → food and

Inflation 2 3 operational costs, potentially affecting
pricing strategies and profitability.

Climate change as extreme weather

Climate Change 2 3 events
→ Disrupt the supply chain, affect
ingredient availability and pricing.

Legal - Labor 1 2 Adherence to labor laws and the

Laws complex nature of labor leasing
relationships → challenges in terms of
labor rights and compliance for Gogi
House.

c. CFS Determination

Factors Degree of Probability of Reasons

significance occurrence

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GoGi recognized Easier to reach and engage customer if
by wide range of 5 4 there is any change
customers, having
amount of loyal
customer

Online Food 5 4 Lose customers to other competitors

Delivery Trends

Supplies mainly 4 4 Bold the quality of meat and other

from overseas products

Youngsters’ Gogi House can still target this

preference for 4 4 demographic.
eating out

Threat of Although it is a trend but it is not really

substitute by 4 4 significant in quantity at all
eating at home

5. Internal Capabilities Review

a. Organization-wide capabilities

● Financial Position
- Stable and growing
- Strong financial support from Golden Gate Group
- Great contribution to the revenue of the Golden Gate
According to Brands Vietnam “In particular, the number 1 Korean barbecue restaurant
system in Vietnam, Gogi House, is one of the 5 brands that bring in 60% of Golden Gate's
revenue, and is also a name with impressive growth.”

● Organizational effectiveness
Structure: Semi-centralized structure + functional organizational structure
→ Strengths: Clear hierarchy, focused decision-making, efficient operations, specialization,
consistency
→ Weakness: Sometimes have problems in smooth operation and managing the whole
chain

Strategy:
- Competitive Strategy: offering a unique and interactive dining experience around
Korean barbecue.

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 - Market Position: No. 1 delicious Korean barbecue restaurant
- Competitive Position: one of the top competitors in the casual dining segment
specializing in Korean barbecue

→ Strengths: Strong brand identity: The differentiation strategy reinforces Gogi House's
brand identity as a pioneer and leader in the Korean barbecue restaurant industry.
→ Weakness:
+ Customer perception of expensive restaurant
+ Customer normally just know BBQ served, despite quality combo and alacarte

System: systems for sourcing high-quality meat, managing supply chains efficiently, and
ensuring consistency in food quality; Reservation and customer management systems
→ Strengths: Cost efficiency, food assurance, improved customer management
→ Weakness: Issues in managing quality uniformity

Style: Smooth collaboration among kitchen and service staff; A culture of quality,
cleanliness, and attention
→ Strengths: Customer experience, smooth operation

Staff: attentive, knowledgeable, and friendly

→ Strengths: Customer experience, low turnover rate

Skills: Culinary skills and knowledge of Korean barbecue techniques; Menu knowledge and
customer service
→ Strengths: Customer experience

Shared values: Authenticity, customer satisfaction, and culinary excellence.

→ Strengths: Reinforce the restaurant's brand identity

b. Marketing capabilities

- Marketing organization: Focus on customer value creation, and communication, with

marketing-related decisions made collaboratively

- Marketing intelligence generation: Collect timely and insightful information about

customer needs, preferences, and competitor activities; Customer feedback and
survey, online reviews, sales data analysis, competitor analysis, and market research

- Market Intelligence Dissemination: Sharing insights across departments: Insights are

shared with relevant departments, including operations, culinary, and finance, to
inform decision-making throughout the organization; Regular reporting

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 c. Marketing 4Ps

Product:
- Core value: Korean Barbecue Dining Experience
- Actual product:
+ Menu Variety: wide range of meat options - beef, pork, chicken, and seafood,
often with marinated and non-marinated choice; hotpot, soup, noodle,...
+ Quality ingredients: high-quality meat cuts and fresh ingredients
+ Restaurant Ambiance: space, decor, atmosphere, cozy and authentic Korean
dining environment
+ Service: promptness, attentiveness, and helpfulness
- Augmented product:
+ Promotions: Discounts, special events, or rewards for frequent visits;
Promotions for the residents living in the area where the restaurants are
located (Ex: Vinhomes Ocean Park)
+ Cleanliness and Hygiene: Ensuring a clean and hygienic dining environment

→ Gogi House‘s products are at a mature phase:

+ Market Saturation: Increased competition and slower growth because of a

saturated Korean barbecue market.
+ Limited Innovation: The absence of significant recent innovations or
variations in offerings contributes to a perception of a mature product life
cycle
+ Market Dynamics: Changes in consumer preferences or external factors may
be contributing to a plateau in growth for Gogi House.

→ Signal an innovation in the next 5 years

Price

Three main price levels (excluding VAT and beverages):

- ordering dishes starting from 69,000 VND per person

- combo options starting from 200,000 VND per person
- unlimited buffet at 419,000 VND per person.

→ Quite reasonable considering what Gogi offers: a diverse menu, high-quality meat,
and a unique dining experience. When compared to its direct competitor, King BBQ,
both restaurants have the nearly same prices

Place (Distribution):
- Restaurant Locations: Prime and convenient locations, often in large shopping centers
or densely populated areas; Starting from its first establishment in Hanoi, the brand
expanded to major cities such as Ho Chi Minh City, Da Nang, Thai Nguyen, with the
Southern provinces accounting for over 60% of the locations

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 - Online Ordering and Delivery: Third-party platforms (Gdeli - still belongs to Golden
Gate Group). However, this platform stopped operating.
- Reservations: Customers can make reservations at Gogi House locations, ensuring
that they have a table available during peak dining hours.

→ Gogi House knows how to keep up with digitalization trends by offering online
ordering and delivery. However, they should enhance the delivery app or they can
collaborate with other food delivery apps such as Shopee Food, grab, gojek,... to
improve the Online delivery experiment of customers.

Promotion:
- Social Media Presence: strong presence on social media platforms like Facebook, and
Instagram
- Seasonal Promotions: promotions during special occasions, holidays, or seasonal
events to entice customers with special menu items or discounts. Ex: Đi 4 tặng 1,
Crazy Monday, Buffet GenZ
- Digital Advertising: invest in digital advertising campaigns to target local audiences
and potential customers
- Collaborations and Partnerships: collaborations with food influencers, bloggers, and
businesses (Ex: MB, Momo,...) to expand their reach and create buzz.

→ Good promotion. When it comes to barbecue restaurants, Gogi House has become
one of the top-of-mind brands for customers.
→ Brand Response phase.

d. Ranking

Strengths Explain Degree of

significance

Financial Financial stability is always important, and Gogi 4

support from House and Golden Gate Group support one another
Golden Gate financially. Nevertheless, Gogi must continue to rely
Group mostly on its own operations in order to guarantee a
strong financial capability over the next five years.

Brand Customers currently think of Gogi House as one of 5

perception the most prominent brands. Over the next five
years, as more and more restaurant models that are
similar to Gogi's will appear, it will be important
for customers to remember Gogi first when they
want to eat Korean barbecue.

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 Unique and Although Gogi House currently provides a distinctive 3
interactive dining experience, it's unlikely that this will matter as
dining much in the next five years given the rise in
experience establishments using similar models and the emergence
of new trends.

Restaurant The restaurant chain has a significant role as well 3

chain because it expands Gogi's consumer base. But over the
next five years, as more eateries try to imitate Gogi and
provide a comparable experience, it will be
increasingly important to maintain uniformity in the
caliber of food and service throughout all locations, as
this will be a major source of concern for patrons.

Weaknesses Explain Degree of

significance

High operating High operating costs will affect the pricing of 4

costs Gogi House, which is significant for price-
sensitive customers.

Mainly focuses Gogi House may be limited in its ability to 4

on providing diversify its revenue streams if it concentrates
direct service at solely on offering direct service at the
the restaurant restaurant, given the growing popularity of
online meal delivery. Furthermore, providing a
variety of channels will aid the company in
overcoming challenges during hard times like a
pandemic or economic downturn.

e. CFS Determination:

FACTORS Degree of significance

Financial support from Golden Gate Group 4

Brand perception 5

High operating costs 4

Mainly focuses on providing direct service at the restaurant 4

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II. Problems and Opportunities Statement

1. SWOT Analysis

STRENGTH WEAKNESS

● GoGi recognized by wide range of ● Mainly focuses on providing

customers, having amount of loyal customer direct service at the restaurant
(Brand recognition, Brand loyalty) ● High operating costs
● Product life cycle: maturity
● Brand perception: One of the top
competitors in the casual dining segment
specializing in Korean barbecue
● Supported by Vietnam's leading F&B
group Golden Gate

→ Financial support, Operational support

OPPORTUNITIES THREATS

● Youngsters’ preference for eating out ● Food Delivery Trends

● Tiktok Influencer-Driven Dining ● Eating at home trending
Choices
● Supplies mainly from overseas → The need to order and buy food to
take home

2. SWOT TOWS

STRENGTH WEAKNESS

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OPPORTUNITIES
Take advantage of available Continue to focus on providing in-
financial and brand resources to person restaurant dining services:
strengthen brand asset and develop Continue to develop on-site
new product via new channels to services, promote product quality,
reach more customers quickly brand properties, especially
through promotional forms, restaurant space and service
especially taking advantage of experience
opportunities from Tiktok
Take advantage of the trend of
Influencer-Driven Dining Choices
eating at home to develop new
service channels and minimize the
operating cost

THREATS
Develop based on available Besides providing new channel,
platform of GoldenGate a strong or develop take-away or online
establish in a completely new way services
online presence and convenience
Develop new product and set up
delivery service, offer more
new customer value creation mix
services and products via online
for new channel
platform to avoid potentially losing
customers

3. Problems and Opportunities

3.1. Problems

- Product life cycle: maturity as only serving food service directly at the restaurant

→ Not satisfying customers' needs for convenient multi-channel product purchases

- Eating at home trend

→ The need to order and buy food to take home and use online delivery service
increase strongly

3.2. Opportunities

- Youngsters’ preference for eating out

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 - High quality supplies overseas
- Tiktok Influencer-Driven Dining Choices
- Expansion of market size (eating out and buy convenient food)

III. High-level Marketing Strategies

1. Strategic Positioning
Gogi's House strategically positions itself as the top choice for delicious Korean barbecue,
offering diverse and convenient services. Understanding the challenges of busy lifestyles,
Gogi's House addresses customer needs by providing both an enjoyable in-store atmosphere
and products for home use. This strategic approach aims to make Gogi's House the ultimate
destination for Korean barbecue, catering to customers whether they prefer dining in or
enjoying the experience at home.

2. Marketing Objectives

YEAR MAIN MARKETING OBJECTIVE

2024 Increase 15% brand awareness - new product & new channel

2025 Attain 20% growth in sales and revenue compared to 2024

2026 Sustain momentum with 18% growth in sales and revenue

2027 Improve Customer Experience by achieving a 10% improvement in

customer satisfaction ratings and feedback

2028 Foster brand loyalty and customer love, aiming for a 15% increase in
customer retention rates and positive sentiment towards the brand

3. Strategic Innovation Strategies

a. Strategic Innovation Framework

STRATEGIC INNOVATION

PROBLEMS
Product life cycle - Introduce a new business model for freshness
maturity and innovation.

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 Over-reliance on Adapt to evolving preferences through a
offline sales diversified sales approach.
channels

Insufficient multi- Develop a business model that caters to the

channel options demand for convenient and varied purchasing
channels.

OPPORTUNITIES
Growing trend of Implement take-home options and explore new
eating at home sales channels.

Market expansion Leverage a new business model to capture a

for both dine-out broader customer base seeking diverse
and convenient consumption options.
food purchase

Hence, incremental innovation strategy is completely suitable for Gogi House.

b. Strategic Development
- Develop New Product

+ GOGI’S HOUSE will diversify their products and services to suit many
customer needs by offering new products in form package and via new
channel

+ When the product life cycle is in the maturity stage, new product development
is completely appropriate.

+ Besides, offering packaged products to take home in a compact and

convenient form will meet the needs of many customers in the target customer
group.

- Build New Business Model

+ Building a new business model is an important strategy in the upcoming

period.

+ First, build an effective business model for new products to optimize costs and
reach many customers.

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 + Second, focus on optimizing the logistic chain, and point of sales.

Effective Marketing Strategy

An effective marketing strategy must take advantage of most of the available brand value
and support from Golden Gate.

In addition, it is necessary to carry out explosive marketing campaigns in the period 2024-
2025 to quickly increase awareness of new products as well as new sales channels.

Business Model Canvas

4. Segmentation and Targeting Strategies

a. Targeting

Gogi's House strategically targets young and influential families who crave both in-store
dining experiences and the convenience of ordering food to take home. Understanding their
frequent visits to convenience stores and supermarkets, Gogi's House aims to seamlessly
integrate into their lifestyle. By tailoring our services to meet their specific needs, we aspire
to become the top choice for this dynamic demographic, offering a delightful mix of
restaurant-quality meals or products for both in-house and at-home enjoyment.

b. Customer Value
Customer value
- Functional/Instrumental Value:
+ Convenience and Time Efficiency: are likely to value the convenience of
ordering online
+ Quality and Nutrition

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 - Experiential/Hedonistic Value:
+ Novelty and Experience
+ Ambiance and Social Interaction:

- Symbolic/Expressive Value:
+ Cultural Exploration
+ Status and Lifestyle

- Superior Cost/Sacrifice Value:

+ Balanced Cost: values a reasonable cost-to-value ratio
+ Time Savings: can enjoy a high-quality meal without investing time in meal
preparation or cleanup

Review customer value creation mix strategies

- Functional/Instrumental Value (Needs Improvement)

+ Convenience and time Efficiency: Gogi House is doing well at offering a

dining experience - requires minimal cooking preparation and cleanup →
aligns with the busy schedules of this demographic. However, young
families value ordering food online which Gogi House has not offered yet

+ Quality and Nutrition: a dedication to high-quality ingredients and giving

customers autonomy over the grilling process correspond with this group's
health-conscious tastes.
- Experiential/Hedonistic Value (Well Done)
+ Novelty and Experience: a unique and interactive dining experience through
Korean barbecue: The feeling of grilling meat at the table
+ Ambiance and Social Interaction: a welcoming ambiance, fostering social
interaction, and enhancing the overall dining experience.
- Symbolic/Expressive Value (Needs Improvement)

+ Cultural Exploration: While Gogi House can offer a cultural exploration

through its Korean cuisine, there may be room for improvement →
Providing more information about Korean culinary traditions, history, and
ingredients to make the dining experience more culturally enriching.

+ Status and Lifestyle: Gogi House can further position itself as a symbol of
status and a choice for a quality dining experience.
- Superior Cost/Sacrifice Value (Well Done):
+ Balanced Cost: maintains a balanced cost-to-value ratio.

+ Time Savings

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Anticipate future customer value
- Functional/Instrumental Value:
+ Technology integration: Young families tend to order food online more in the
next 5 years --> Gogi House can optimize its online platform
+ Health-Centric Offerings: Pay attention to more plant-based or lean protein
options, as well as more menu items that are focused on health.

- Experiential/Hedonistic Value:
+ Virtual and Augmented Reality: Offering unique eating experiences through
the use of augmented and virtual reality technologies. The customers could
virtually explore the restaurant, view cooking demonstrations, or take part in
interactive culinary challenges.
+ Personalized Experiences: unique tastes, marinades, personalized spice levels,
and even suggested wine pairings according to customer profiles.

- Symbolic/Expressive Value:
+ Cultural Engagement: cultural workshops, events, or educational experiences
related to Korean cuisine and traditions.

+ Sustainability Initiatives: As environmental concerns grow → emphasis on

sustainability

- Superior Cost/Sacrifice Value:

+ Value-Added Packages: value-added packages that include not only dining but
also additional services like cooking classes, cultural tours, or access to
exclusive events

5. Customer Value Creation Mix - New 4Ps

a. Products
- Core Value: Imported meat (beef, pork)
- Actual Product:
+ Quality meat: high quality imported meat cut with strict inspectations
+ Served in package: Meat cut, and sauces (dipping sauce and marinade) are
packaged; sold as FMCG products, in 2 main types: single package and combo
- Augmented Product
+ Promotions:
Discounts, special events, or rewards for frequent visits and customers
Collect points and get discount as loyal customer

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 + Delivery: online shopping via website and app for customers’ advanced
convenience

b. Price
Premium Pricing Strategy

- Maintaining the brand image of Gogi House

- Strive to continue to create a new product life cycle extension
- Higher prices equate to higher quality
- The brand name itself is a symbol of quality assurance

Positioning new products in the high price-high product quality category

- To produce higher profit margins
- Create tougher barriers to entry for the competitors who are restaurants like Gogi
- Increase the brand’s value for all the Golden Gate’s products

Sales Promotion

Not only the way Gogi’s new products enter the market, but also the sales promotions that
should be applied during the process of Marketing development in the next 5 years.

- Introductory Discounts:
+ Offer introductory discounts to attract customers and generate interest
+ Gradually reduce these introductory discounts
- Coupons:
+ To incentivize customer visits and purchases
+ Distribute coupons through various channels, on specific products or bundles
- Loyalty Programs:
+ Create a loyalty program specific to the mart or supermarket
+ Customers earn points for every purchase which can be redeemed for
discounts/ exclusive merchandise
Range of prices

- Premium-Priced Products:
+ Premium-quality packed meat, and packed side dishes
+ Cater to customers who seek the finest ingredients for their home-cooked
meals

- Value-for-Money Products:
+ Grilled combo and dipping sauce
+ Provide a complete meal solution at a competitive price attractive choice for
families and budget-conscious customers

26
 - Bargain or Low-Priced Products:
+ Basic seasoning package with lower price
+ Lower-priced variants of seasoning sauce can be marketed as budget-friendly
choices without compromising too much on quality

c. Place
- Offline channel: Collaborate with convenient stores and supermarkets (Winmart,
Coopmart, etc.) to distribute

- Online channels
+ Website: Consumer easier to access to product information, save time in
shopping and traveling
+ App Golden SpoonS: Approach the loyal customers, take advantage of
existing app to develop and maintain online shopping, delivery in long term
+ Food Delivery Apps: Collab with Be, Gojek, Grab, or Shopee Food,... to add
more value in the function “Buy things in supermarket” or “Express Shipping”
for customers
● Structure

d. Promotion

AWARENESS ENGAGE AMPLIFY

Time 1/2024 - 12/2024 1/2025 - 12/2026 1/2027 - 12/2027 1/2028 - 12/2028

Objective Raise awareness Enhance brand trust Improve customer Maintain brand
about new product based on existing experience & knowledge, improve
and new channel values, promotion & increase product customer relationship to
boost sales value & sales enhance brand love;
Increase Brand loyalty &
Customer retention rate

27
Tools
Communication: Communication: Communication: Communication:

- Booking KOLS, - Trending Challenge - Booking KOLS, - Community campaigns

KOCS on Tiktok KOCS (especially aimed at
housewives)
- PR: newspaper - Booking KOLS, - Ads: digital
(Vnexpress, kenh14, KOCS (social media) - Booking KOLS, KOCS
Thanhnien, CafeF...)
- Ads: digital (social - Content marketing - Ads: digital (social
- Ads: digital (social media) on owned media media)
media), OOH, TVC
and standee at - Content marketing - Group seeding - Content marketing on
available restaurant on owned media and hot page owned media
chain
- Group seeding and Merchandising - Group seeding and hot
- Content owned hot page (eye-catching point- page
media marketing of-sale (POS)
Trade: materials Merchandising (eye-
- Group seeding and catching point-of-sale
Special discounts on Trade: (POS) materials
hot page
combo (buy 2 get 1
- Advertising on app free), special Dietary options Trade:
Golden SpoonS seasonal and Holiday offering (taste, size,
Promotions, Trial vegetarian, vegan, loyalty program, special
Trade: sample counter gluten-free, or seasonal and Holiday
keto), special Promotions, Trial event
Discount program seasonal and
for launching event Holiday Promotions

KPI
20% increase in Increase 1000+ Increase 1000+ 500 posts about
reach Facebook page and Facebook page and campaigns and brands
Tiktok followers and Tiktok followers with a total of 5000
Increase 2000+ likes and likes interactions.
Facebook page
followers and likes 1000+ people 12% increase in 7% increase in sales
participating sales
5% increase in sales challenge

10% increase in sales

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 IV. Strategy Implementation

Strategic Plan Resources Context

Objectives Strategy Tactics Responsibility Accoun Performed Target Where Comment

tability s

To New Extend Junior Chief In house By end Vietnam Aim to

increase Business the Marketing Marketi of 2028 -wide be more
the market Model product Manager ng Partner diverse,
share by life cycle Officer organisation convenien
10% extension (advertising t services
agency) that meet
Start all needs
focusing
on new
target
segment

V. Strategy Evaluation and Control

What is to How it is to Data Source When it is to Control Comments

be be measured be measured Mechanism
measured

Awareness Analysis of Reach and Monthly Review after 3 Review strategy

of new data interactions data months of there isn't
model and on platforms visible change
products after 1 year

Sales data, Quarterly Review after 6 Review if

Sales for market share months interaction is
new report level low
products

REFERENCES

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