The Coca-Cola Company is a non-alcoholic beverage concentrates and syrups retailer,

producer, and marketer. Coca-Cola is the company's flagship product, but it also sells
more than 500 other brands in more than 200 countries and territories, feeding 1.6
billion people every day. Although have a large market, the company has never done
any marketing campaigns since it was established as the Board of Director did not think
Marketing department is important for the business development. Consumer demand in
different nations cannot be solved due to a lack of marketing teams in each
subsidiaries. Such as: Cultural, Social, Personal, etc,… Not only Consumer problems,
departments of subsidiaries be difficult to operated together. Especially Purchasing did
not know how many material is enough? Cash flow statement is not cleaned as the
recording of expenses for activities which belong to Marketing Team …

Marketing is the process by which companies create value for customers and build
strong customer relationships in order to capture value from customers in return (Kotler
& Amstrong, 2013). Marketing is just as legitimate as any other company activity, and it
needs the same level of managerial expertise. It necessitates research and planning, as
well as resource allocation, control, and financial, human, and physical resources
investment. Of course, it also needs implementation, monitoring, and assessment
(Pettit, 2005). It may be done well, resulting in success, or poorly, resulting in failure,
just like any other management action.

The Marketing process through which businesses generate value for consumers and
establish strong customer connections in order to recoup that value. The most basic
concept underlying marketing is that of human needs. Human needs are feelings of
being deprived. Basic bodily wants such as food, clothes, warmth, and safety; social
needs such as belonging and affection; and individual needs such as knowledge and
self-expression are among them. These demands were not created by marketers; they
are an inherent element of the human condition.Wants are the form human needs take
as they are shaped by culture and individual personality. A hungry American craves a
Big Mac, french fries, and a soft drink. A person in Papua New Guinea is hungry, yet he
or she prefers taro, rice, yams, and pig. Wants are molded by society and expressed in
terms of things that will meet those requirements. Wants become demands when they
are backed by purchasing power. Consumers are frequently confronted with a wide
range of items and services that may or may not meet their needs. How do they pick
from so many options on the market? Customers create expectations about the value
and satisfaction that various market products will provide, and they purchase in
accordance with those expectations. Customers that are satisfied return and inform
others about their positive experiences. Dissatisfed customers often switch to
competitors and disparage the product to others. Understanding the marketplace and
consumer demands, establishing a customer-driven marketing strategy, and putting
together a marketing program are the first three phases in the marketing process that
lead to the fourth and most crucial step: creating a marketing program, establishing and
sustaining lucrative business relationships. Companies can build customer relationships
at many levels, depending on the nature of the target market. Nike, for example, does
not contact or phone all of its customers to get to know them. Nike, on the other hand,
builds relationships through brand-building advertising, public relations, and its many
websites and applications. Sellers in marketplaces with few consumers and large
margins, on the other hand, prefer to form complete relationships with important
customers. Nike sales reps, for example, collaborate closely with Sports Authority,
Dick's Sporting Goods, Foot Locker, and other major shops. Other levels of client
connections are appropriate in between these two extremes. Today's marketers
understand that they can't do it alone when it comes to providing customer value and
cultivating strong customer connections. They must collaborate with a wide range of
marketing partners. In addition, marketers must be adept at both customer and partner
relationship management, collaborating effectively with colleagues both within and
outside the organization to provide more value to customers. Outside of the firm,
marketers must collaborate with suppliers, channel partners, and others. Distributors,
merchants, and others who connect the firm with its customers are known as marketing
channels. The supply chain refers to a lengthier path that runs from raw materials
through components to finished goods that are delivered to customers. Companies are
improving their relationships with partners all throughout the supply chain thanks to
supply chain management. They understand that their fortunes are based on more than
simply their performance. How well their whole supply chain operates in comparison to
rivals' supply networks determines how successful they are at delivering customer
value. The final step of Marketing process is Capture value from customers to achieve
profits. Customer pleasure is the result of good customer relationship management. As
a result, pleased consumers remain loyal and promote the firm and its goods to others.
According to studies, customers that are less happy, moderately content, and totally
satisfied have quite different levels of loyalty. Even a small deviation from perfect
satisfaction might result in a significant loss in loyalty. Thus, the aim of customer
relationship mangement is to create not only customer satisfaction but also customer
delight. Beyond merely keeping good customers in order to collect customer lifetime
value, strong customer relationship management may assist marketers in increasing
their share of consumer purchases in their product categories. As a result, banks aim to
raise “share of wallet”. Supermarkets and eateries are eager to stock up on “share of
stomach”. Care firms want to expand “share of garage” and airlines want to expand
even more “share of travel”. Firms might provide more variety to current consumers to
improve customer share. They can also build cross-sell and up-sell campaigns to offer
more items and services to current clients. For example, Amazon.com is a master at
using its 173 million customers' relationships to raise its portion of each customer's
purchasing budget (Leonard, n.d.)

Marketing management orientations are different marketing concepts that focus on

various techniques to create, produce and market products to customers. The
management usually focuses on designing strategies that will build profitable
relationships with target consumers. The emphasis with a Production concept is on
making products that are affordable and available. The main assumption is that the
market is completely price sensitive, which means that customers are only interested in
price as the differentiating factor between competing products and will buy the
cheapest. If the organisation wants to bring prices down, then it must tightly control
costs. This is the philosophy of the production era, and was predominant in Central and
Eastern Europe in the early stages of the new market economies. But this approach
may be a legitimate approach, in the short term, where demand outstrips supply. The
primary responsibility of management is to guarantee that the organization's production
and distribution methods are as efficient as feasible. A variant on this scenario occurs
when a product is truly too expensive for the market, necessitating the development of
methods to reduce expenses, and therefore pricing. The product concept believes that
customers are primarily interested in the product and purchase it based on its quality.
Because customers want the highest degree of quality for their money, the company
must strive to raise and enhance its quality. This may appear to be a plausible
statement at first look, however the issue is the assumption that consumers want this
product. Consumers do not want things; they want solutions to issues, and if an
organization's product does not address a problem, it will not be purchased, regardless
of its high quality level. Even if a company makes the finest record player ever, the bulk
of customers would rather buy an inexpensive CD player. In other words, the focus
should be on the customer's requirements rather than the product. The sales concept
style of thinking is based on the idea that customers are fundamentally hesitant to buy
and need to be persuaded to buy in sufficient quantities to meet the company's
demands. As items are "sold, not purchased," the organization places a large emphasis
on personal selling and other sales-stimulating devices. As a result, the organization
invests heavily in creating strong sales departments, with a strong emphasis on the
seller's requirements rather than the buyer's. Home renovation companies, such as
those selling double glazing and cavity wall insulation, and the timeshare business, for
example, have a history of operating in this manner. The marketing concept develop
and perform its production and marketing activities with the needs of the buyer driving it
all, and with the satisfaction of that buyer as the main aim, is marketing oriented. The
motivation is to 'find wants and fill them' rather than 'create products and sell them' This
is not just about the core product itself, but also about pricing, access to information,
availability and peripheral benefits and services that add value to the product. Not all
customers, however, necessarily want exactly the same things. They can be grouped
according to common needs and wants, and the organisation can produce a specifically
targeted marketing package that best suits their needs. Henderson (1998), however,
urges caution in assuming that a marketing orientation is a guarantee of success in
achieving above average performance. There are many internal and external factors at
work in determining success, of which effective marketing thinking is but one. If
marketing dominates the rest of the organisation it can help to diminish key
competencies in other areas such as manufacturing productivity or technological
innovation. Furthermore, the marketing department approach to organising the
marketing function can isolate marketing from design, production, deliveries, technical
service, complaints handling, invoicing and other customer-related activities. As a
consequence, the rest of the organisation could be alienated from marketing, making
the coordination of customer and market-oriented activities across the organisation
more difficult (Piercy, 1992). This underlines the importance of Narver and Slater’s
(1990) three key factors that help the marketing function to achieve above average
performance:

■ Interfunctional orientation enabling cooperation between the management functions to

create superior value

■ Competitor orientation to retain an edge; and finally

■ Customer orientation. Having established the importance of the marketing concept to

an organisation, the chapter now turns to the issue of developing marketing thinking and
practice across the organization.

The societal marketing concept holds that the organization’s task is to determine the
needs, wants, and interests of target markets and to deliver the desired satisfactions
more effectively and efficiently than competitors in a way that preserves or enhances
the consumer’s and the society’s well-being. Societal Marketing creates a favorable
image for the company increases sales. It is not the same as the terms of social
marketing and social media marketing. It is a term closely related to CSR and
sustainable development. It emphasizes social responsibilities and suggests that to
sustain. The global warming panic button is pushed, and a revelation is required to use
our resources. So companies are slowly, either fully or partially, trying to implement the
societal marketing concept.

The marketing environment includes micro environment (internal environment, external

evironment) and macro environment (Demographic, natural, economic, cultural,
technology, political) surrounding the business and influencing its marketing. “A
company's marketing environment comprises the elements and forces outside of
marketing that impact marketing management's capacity to develop and sustain
effective connections with target customers,” according to Philip Kotler. Some factors in
the marketing environment are controlled, while others are uncontrollable and need
changes in the business. To counteract the negative influence of environmental
variables on marketing operations, businesses must be aware of the marketing
environment in which they operate.

The macro marketing environment is a broad social factor and force that impacts the
market and marketing activities of the business as well as affects all elements of the
micro marketing environment. It is outside the control of enterprises directly or indirectly
affecting the purchase behavior of customers and business conditions of enterprises.
Marketing managers must anticipate and make marketing activities adapt to both
opportunities and pressures of the macro environment. There are 6 main macro
marketing environment groups: demographic, natural, economic, cultural, technology,
political. Natural environment includes resources, climate, terrain and other natural
factors. Marketing is greatly influenced by these factors. Each natural factor will affect
the choice of specific marketing strategies and methods and requires the protection of
human habitat in general. Cultural environment including social institutions, social
values, traditions, ethnicities, religions and lifestyles,... These factors will govern
consumer behavior and business behavior. Companies should find ways to adapt to
these environmental factors. Social values not only affect the strategy but also other
variables of marketing. Economic environment: the main economic factors are:
Economic growth rate (GDP), import and export turnover, inflation, unemployment,
exchange rate, bank interest rate,... Marketing managers must consider the impact of all
these factors when making specific marketing decisions and measures. Economic
organizations affect the effectiveness of the market. The problem of supplying raw
materials and demarketing (marketing reduction). Science and technology can greatly
affect the whole industry, businesses must monitor these changes to adjust marketing -
mix adapt to it. Enterprises must pay attention to invest in developing new products,
applying new technologies to be able to have highly competitive products in the market.
Demographic environment includes a set of factors such as: Size, structure (age,
gender, rate of increase and distribution of population,... Analysis of the size and
structure as well as the movement of the population will be used directly to determine
the size, structure and movement of product markets, especially consumer goods. With
the development of urban process, population size, increased cultural level requires
enterprises to have new marketing methods and technologies. Political environment
Including: Level of stability of politics, government lines and policies, political structure,
administrative management system and legal environment including laws and
regulations. It is necessary to analyze a comprehensive system of factors: Laws,
management policy system, administrative management system, the degree of
democratization that governs marketing activities. Based on demographic, brands can
adapt and prepare for changes in population growth, supply and demand, and age
shifts. Usually, demographics are most effective for medicine, but it is also extremely
important for marketing because the data will analyze customer needs, age trends,
Consumer demand and spending ability help brands offer suitable solutions to increase
competitive advantage. For example, Bitis, usually a brand before making shoe size
choices must survey about Vietnamese, male or female are more suitable for this
product line, what age they belong to, this age usually from how much to how many feet
... from there to determine the right size when selling, which size should be produced
more because there is a higher demand. Imagine a marketer developing a plan without
analyzing demographics, they will not be able to find the right audience for the
company's product, can't know if the product when it comes to market. impress users,
or simply whether users need the product, it is not possible to target customers when
running ads. Similar to subsidiaries, assessing the market, analyzing the demographics
appropriate to each age and culture will help customers feel more satisfied with Coca-
Cola products.

The micro marketing environment is the forces, factors that directly affect each
company and its ability to satisfy the needs of its customers. These forces include:
internal forces of the company (outside the marketing department), external forces
outside the company (suppliers, intermerdiaries, competitors, organisation and
customers). If a company is organized internal departments according to the functional
model, in that organizational structure there are usually the following typical
departments: administrative - accounting department, production management
department, human resources management department, marketing department,
research and development department (R&D) , supply department... The drafting of
marketing plans and programs is assigned to the marketing department. Divisions within
the company often have different pursuit goals dominated by their work functions. It is
worth saying that the goal of each department is never to be unified with another
department, although they are all placed under the management of the supreme
leadership. The above situation forces the marketing department in the company, if they
want their marketing decisions to reach the highest consensus, they must pay attention
to the above differences. First of all, marketing decisions made by the marketing
department in the company are bound by the objectives, strategies, mottos ... of the
whole company. They must become key activities in deciding the success of the goals,
strategies and business plans set by the supreme leadership. Only then will marketing
decisions attract the attention, interest and support of the supreme leadership of the
company. In the current conditions of Vietnam, marketing managers, in order to reach
the consensus of the forces inside the company, often encounter two very large
obstacles. Firstly, society, including senior managers of the company or they do not
have enough awareness of marketing, or they do not want to turn upside down in many
aspects, including the organizational and organizational problems required by turning a
company into a "marketing company". Secondly, the functional and task issues of the
parts of the company have not been clearly shaped.