UNIVERSITY OF ECONOMIC HO CHI MINH CITY International School of Business Le Thi Hong Huy INEFFECTIVE SALES MANAGEMENT OF JUPITER LOGISTICS VIETNAM JOINT STOCK COMPANY MASTER OF BUSINESS ADMINISTRATION[.]
UNIVERSITY OF ECONOMIC HO CHI MINH CITY International School of Business - Le Thi Hong Huy INEFFECTIVE SALES MANAGEMENT OF JUPITER LOGISTICS VIETNAM JOINT STOCK COMPANY MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City - 2018 UNIVERSITY OF ECONOMIC HO CHI MINH CITY International School of Business - Le Thi Hong Huy INEFFECTIVE SALES MANAGEMENT OF JUPITER LOGISTICS VIETNAM JOINT STOCK COMPANY MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: Dr Pham Phu Quoc Ho Chi Minh City - 2018 SUPERVISOR’S REPORT ON THE THESIS PROPOSAL SUBMITTED FOR DEGREE OF MASTER of BUSINESS ADMINISTRATION The thesis proposal title: INEFFECTIVE SALES MANAGEMENT OF JUPITER LOGISTICS VIETNAM JOINT STOCK COMPANY Student Name: Le Thi Hong Huy Supervisor: Dr Pham Phu Quoc General comments: • Remarks on the student’s attitude: …………………………………………………………………………… …………………………………………………………………………… • Remarks on the assignment’s academic quality: …………………………………………………………………………… …………………………………………………………………………… Overall assessment: Meet requirement for submitting Not meet requirement for submitting Other remarks: − Did the student follow the report schedule? Yes No − The Turnitin plagiarism percentage: Supervisor’s signature Other………………………… CONTENTS EXECUTIVE SUMMARY Background information Symptoms of the problem Situation Analysis 11 3.1 Problem identification 11 3.2 Problem Justification 18 3.3 Causes Validation 22 Proposed solution and plan 30 4.1 The 1st Aspect – Sales team 31 4.2 The 2nd Aspect – Sales support 34 4.3 The 3rd Aspect – Sales manager 36 4.4 The 4th Aspect – Sales Management 38 Conclusions 45 REFERENCES 46 APPENDIX 47 EXECUTIVE SUMMARY This thesis is conducted from understanding and approaching the real company Jupiter Logistics Vietnam in order to discover the reasons behind the significant decline in sales in the last three years since 2014 At the same time solutions will be proposed to solve the problem of sales of this business The net sales of the head office in Ho Chi Minh City was down sharply from 7.56% and 10.29%, respectively, while the remaining two branches Ha Noi and Hai Duong still had a very good growth especially in 2016 Further investigations reveal that the decrease in sales of forwarding services was the main reason for the problem in the net sales of Head Office In addition, with the loss of a longtime client and not having any new clients in the last three years, it has been somewhat telling the story behind the company Based on Problem Solving in Organization, the content of this thesis goes into the underlying cause This thesis is based on the information collected through: - intake process: in-depth interview with CFO - Mrs Le Thi Ha - Financial statement of the stage 2014-2016 - in-depth interview with Sales and Marketing manager - Mr Yoichi Murata - in-depth interview with Chairman - Mr Yutaka Kawasaki - online research with company’s customers After the investigation and analysis, Ineffective sales management was identified as a central problem and the five causes were: Problem in company structure, Lack of sales force, Poor sales leadership, Conflict of interest and Limited sales strategy After carefully reviewing and considering the elements as well as referencing the research and practical examples, the solution for the company is based on four aspects: sales team, sales support, sales manager and sales management With each aspect, action plans are launched with the expected time and cost and should be implemented individually to minimize costs as well as to facilitate timely intervention when results are not satisfactory JUPITER LOGISTICS VIETNAM JOINT STOCK COMPANY Background information Jupiter Logistics Vietnam Joint Stock Company was incorporated as a joint stock company under the enterprise registration certificate No.0306355377 initial registration dated 17 November 2008 Actually, Jupiter Logistics Vietnam Joint Stock Company was separated from Jupiter Pacific Forwarding Joint Stock Company which is a subsidiary of Japan Airline Figure 1.1 demonstrates differences of shareholders between Jupiter Logistics and Jupiter Pacific Forwarding Joint Stock Company Figure 1.1 Shareholders structure comparison Jupiter Logistics Vietnam Joint Stock Company Jupiter Pacific Forwarding Joint Stock Company Shareholders Shareholders 20% 49% 51% 80% Japanese shareholders Japanese shareholders Vietnamese shareholders Vietnamese shareholders The company have one head office and two branches as follows: - Head office is located at No.112 Hong Ha Street, Ward 2, Tan Binh District, Ho Chi Minh City, Vietnam - The Hanoi branch is allocated at Group 8, Hau Duong Hamlet, Kim Chung Commune, Dong Anh District, Hanoi City, Viet Nam - The Hai Duong branch is located at Lot B7, Phuc Dien Industrial Park, Cam Giang District, Hai Duong Province, Vietnam This branch was set up to conduct operating of business cooperation contract between parties The principal activities of the company are to provide three kinds of services which are: warehousing, trucking and cargo forwarding services About 90% customers are Japanese Three direct competitors are SAGAWA, ALL NIPON and YUSEN The members of the Board of Management and company structure are showed in the table 1.1 and figure 1.2 below: Table 1.1 The Board of Management Position Chairman Members Name Mr Yutaka Kawasaki Mr Hoang Ngoc Oanh Mr Nguyen Quoc Khanh Mr Eisuke Sawada Figure 1.2 General Company structure Chairman Administration Accounting Operation Warehouse Trucking team Sales & Marketing Symptoms of the problem In general, among Head Office and two other branches, Hanoi branch often contributes about 50% of total net sales of the whole company, Head Office takes the next rank with 18% and Hai Duong branch contributes about 11% However, this percentage in contribution of each branch has changed considerably recently, especially Head Office in Ho Chi Minh City The information of percentage of contribution can be found in table 2.1 Table 2.1 Percentage of contribution of each branch/office in total net sales from 2014 to 2016 Head Office (+/-)Compared to previous year net sales Percentage of contribution Hanoi Branch (+/-)Compared to previous year net sales Percentage of contribution Hai Duong Branch (+/-)Compared to previous year net sales Percentage of contribution Total net sales 2014 2015 2016 21,508,890,365 19,882,801,804 17,836,232,814 - -7.56% -10.29% 17.68% 16.95% 15.91% 60,117,088,413 62,854,017,348 80,751,904,700 - 4.55% 28.48% 49.42% 53.59% 72.04% 12,794,262,539 13,903,633,360 16,195,330,701 - 8.67% 16.48% 10.52% 11.85% 14.45% 121,637,280,421 117,282,383,992 112,100,488,863 Ha Noi and Hai Duong Branches continue to increase sales in the past three years In particular, in 2016, the sales growth rate in Hanoi increased rapidly to 28.48% compared to 2015 At the same time, the contribution accounted for 72.04% of the total net sales of the company Hai Duong Branch is the smallest of the three branches, but sales growth has not declined In 2016, sales growth was about 16.48% last year and sales contribution changed from 11.85% to 14.45% Only net sales in Ho Chi Minh decreased suddenly in 2015 and 2016 and this led to the decrease in total net sales of Jupiter Logistics Vietnam Joint Stock Company The decrease in sales of Forwarding services was the main reason for the problem in net sales of Head Office The information of sales in detail is showed in table 2.2 and figure 2.1 Forwarding services include air export, air import, sea export, sea import and domestics services Table 2.2 Total sales of Ho Chi Minh Office (in VND) from 2014 to 2016 FORWARDING AIR EXPORT AIR IMPORT SEA EXPORT SEA IMPORT DOMESTICS SERVICES (+/-)Compared to previous year WAREHOUSE 2014 3,725,663,906 10,639,572 11,716,002 52,811,753 2,452,159,552 7,903,211,426 (+/-)Compared to previous year TRUCKING 7,352,688,154 (+/-)Compared to previous year TOTAL SALES 21,508,890,365 2015 2,712,482,169 11,042,155 88,763,159 1,939,503,225 2016 1,858,679,347 14,330,475 0 1,312,513,393 -24.01% -32.96% 7,829,862,054 7,791,322,608 -0.93% -0.49% 7,301,149,042 6,859,386,991 -0.70% -6.05% 19,882,801,804 17,836,232,814 Figure 2.1 Changes in total sales in Ho Chi Minh (in VND) from 2014 to 2016 FORWARDING WAREHOUSE TRUCKING 9,000,000,000 8,000,000,000 7,000,000,000 6,000,000,000 5,000,000,000 4,000,000,000 3,000,000,000 2,000,000,000 1,000,000,000 2014 2015 2016 It is easy to see that in three types of services, logistics and warehousing have not changed significantly in net sales for the three years since 2014 The only change with rapid sales decline is the forwarding service Net sales in 2016 for forwarding is only about half that of net sales in 2014 In the three years since 2014, the company has made a significant change in sales Trucking and Warehouse services accounted for more than two-third of sales Forwarding services accounted for about one-third of sales in 2014, but then it dropped dramatically and only fell to 17.86% in 2016 Figure 2.2 shows a visual representation of the change in the revenue contribution ratio of the three types of company services Figure 2.2 The change in the revenue contribution ratio Actual sales of trucking and warehousing in the period 2014-2016 were not large fluctuations, so the contribution of these two objects increased was due to the decline in sales of the forwarding service This is not a good sign 10 In essence, the cause of the decline in sales is twofold: internal causes and external causes Internal causes will be explored in this proposal The Initial Cause-Effect Map below mainly mentions to internal causes Figure 3.1.2 Initial Cause-Effect Map Sale price per unit decline The fluctuation of the type of logistics services and forwarding business Decrease in Gross sales Competitors Total units sold decline Loyal customer leave Number of order decrease Weak support from parent company in Japan No new customer Ineffective sales management Problem in company structure No sales staff Top manager’s decision 13 The decline in the number of customers in this situation is measured by two factors: existing/loyal customers and new customers To get a better view we will go into each of the elements 3.1.1 Loyal customer leave The CFO also mentioned that “Warehouse and Trucking services have quite stable net sales each year because the number of customers is stable and fixed over years Forwarding services have been similar like that since its inception but in 2015 the company lost a loyal customer So until now, customers in the forwarding segment are left with only customers.” This also means that there is no new customer while the number of loyal one are decreasing According to information obtained from three interviews with CFO, sales manager and CEO, the reason for losing a longtime customer is due to influence from competitors However, this factor is an external factor so we will not go into the analysis 3.1.2 No new customer Firstly, the reason for not having any new customer is the support from the parent company According to information CFO said: “In general, Japanese companies have a strong source of foreign support from the parent company, not only financially, but also the source of customers Moreover, the personality of the Japanese is quite loyal, once successful cooperation with a partner, they often stick with that brand, so it is quite difficult to attract customers from the opponent The parent company must be strong enough to support the new subsidiary to develop However, the parent company of our company in Japan is not as strong as other companies, so the company in Vietnam does not have the source of customers designated by the parent company as the competitors.” Secondly, the question of whether the company's ability to supply qualified customers to serve new customers is also considered The possibility of providing has been increased recently “In 2015 and 2016, Trucking services used only 60% of capacity and Warehouse services used about 90% of capacity 14 In 2017, the company expand warehouse area from 1500m2 to 4500m2 at Binh Duong Province.” This means that the company is fully capable of supplying when customers increase Finally, the central problem here is the Ineffective sales management This problem is manifested by three factors: Problem in company structure, No sales staff and Manager’s decision It does not only affect the development of new customers, but also the ineffectiveness of maintaining a partnership with existing customers in the long run At Head Office in Ho Chi Minh City, the company structure has the only difference which is the problem in Sales & Marketing Department The CFO mentioned that: “Well, the structure of these two companies is similar but varies in size More than half of Jupiter Logistics employees are borrowed from Jupiter Pacific Forwarding, with its own staff numbering only about 11 people.” Figure 3.1.2.1 shows the structure of Head Office in Ho Chi Minh City Figure 3.1.2.1 Company Structure of Head Office in Ho Chi Minh City Chairman Yutaka Kawasaki Administration Bui Thi Hong Yen Accounting Le Thi Ha employees employees Operation Nguyen Xuan Hoang employees Warehouse Nguyen Thi Minh Tuyet Trucking team Nguyen Xuan Hoang employees employees Sales & Marketing Murata Yoichi 15 As it was separated from Jupiter Forwarding Company, there were many ties between the two companies Firstly, the chairman, CFO, Sales manager and other important positions are both executives of both Jupiter Forwarding and Jupiter Logistics At the head office, Yoichi Murata, the Japanese sales manager, said that his job at Jupiter Forwarding was too busy and not enough manpower, so he focused mainly on Jupiter Forwarding For the cause of sales decline, he said: “So as I told you, the first reason is we don’t have enough sales staff in our company and the secondary is now Vietnam country is developing more and more and many Japanese companies, Logistics companies are coming so we have many competitors in the same market…and before the big Japanese Logistics companies coming, the small and medium size companies also coming to Vietnam from country side in Japan.” According to the gathered information, about half of employees at Jupiter Logistics are borrowed from Jupiter Forwarding “In fact, the chairman, sales manager and some other positions working for Jupiter Forwarding also cover some of Jupiter Logistics's positions Because the initial departure is the forwarding company, almost all the key components are in the forwarding company Some Jupiter Forwarding employees also work part-time for Jupiter Logistics However, these two companies are completely independent and not share in profits.”, said the CFO Furthermore, there has been no sales staff at Jupiter Logistics company, she said: “There is no sales person except sales and marketing manager The initial customers of Jupiter Logistics were partly introduced by Jupiter Forwarding when it first established, and some of their customers were referred by their former sales manager.”, “Former sales manager who is overseas Vietnamese from the US, he also helped sales of the company increased quite well Two customers on the forwarding side were also found by him for the company After he left, the current sales manager was loaned from Jupiter Forwarding to cover the job My boss is also thinking of hiring a sales manager, but he fears the cost increases A few months ago Mr Kawasaki intended to recruit a Japanese sales manager but ultimately failed to agree on salary.” 16 If not for stability from loyal customers from previous years, the company will really face a lot of problems In other words, the Sales and Marketing department is almost in the name but not really in function Secondly, the type of service of the two companies is just only the same in the forwarding service segment Jupiter Logistics focuses mainly on logistics services Forwarding services account for a smaller proportion, ranging from 27% to 30%, of the net sales in Ho Chi Minh City However, in 2015 this rate will drop to 25% In 2016, it remained around 16% Although this service at Jupiter Logistics only accounts for about to customers But the problem is when new customers appear, Sales manager almost preferred to Jupiter Forwarding Company Finally, the chairman of the company, Mr Yutaka Kawasaki, has received a lot of suggestions from the CFO as well as the managers of some departments for investing in Sales and Marketing, in other words hiring sales staff However, after a while, in the past two years, he started to recruit, he said: "I interviewed quite many candidates, about 100 people, but still have not found any candidate suitable for my requirements.” Because of the three branches, Mr Kawasaki is extremely busy However, without the external factors, two northern branches with the help of a Vietnamese Sales Manager as well as the Sales and Marketing department invested so sales growth of Jupiter Logistics Company in the North in the recent years have grown quite well as you can see in table 2.1 17 3.2 Problem Justification In spite of the information analyzed above, the central problem most pronounced here is inefficient sales management, along with three potential causes: Problem in company structure, No sales staff and Manager’s decision The problem here is whether these analyzes are subject to risks due to the reliability of the information So, to minimize this risk, in this section of thesis we will adopt an approach called "standing on the shoulders of giants" through theories as well as the literature review Sales management First we will look at the concept of sales management as well as the related factors Sales management is the function of the sales manager, including: Sales planning, Time management, Territorial planning, Sales forecasting, Recruiting, Building environment for motivation and Training, coaching and counseling.1 Besides, Mosca et al also recognized that there are key responsibilities that an effective manager needs to do:2(p115) setting the sales force objectives structuring the sales organization and territories determining the size and type of resources needed creating the proper compensation plan selecting and training developing, coaching and mentoring supervising evaluating their sales employees Good sales managers promote and help improve sales, profitability, market share, return on investment, and the ability to win competitors as well as recruit, train, motivate and evaluate and compensation for sales staff, forecasting, planning, budgeting, and good communication and control.3 18 In the case of the company we can clearly see the following issues: Firstly, with the exception of the sales manager, there is no sales staff, so the concept of sales force here is completely nominal and has no basis for measurement So there is no sales force or sales force objectives, KPI or motivations Secondly, this situation has lasted 10 years since the company was established This shows an anomaly in the company's strategy and vision In the first years of operation, no sales staff could be accepted, moreover, at that time the former sales manager undertook the task of finding clients so everything was well developed However, the actual 10-year period is too long, while the company wants to expand the market but does not build sales force, the shortage of personnel has become a serious issue to be considered Thirdly, the CEO has repeatedly received recommendations from his subordinates but only acknowledged, not actually made a decision to act in reality Until the problem occurred and became more serious, he began to consider the issue of recruiting staff for sales and marketing This interference delay is also a cause of the company's personnel problem The fourthly, according to the CEO, in the past two years, the company interviewed hundreds of people but did not recruit anyone There was only one Japanese candidate who qualified but the company did not recruit because of the wage agreement This information is a bit unreasonable In fact, the labor market in Ho Chi Minh City is plentiful, especially in the field of sales Vietnamese candidates who can speak English or Japanese are also quite large To say that in years but could not find employees work effectively or stick to the company for a long time, this is not unusual But in the case of the company, there is absolutely no one recruited, even a probationary person This suggests that the company's recruiting channel is not effective or that the company requires a slightly unreasonable request from the applicant when compared to other companies Moreover, the salary factor is not the only reason to attract and retain talents, so the company can think of other effective ways 19 Finally, the company does not set any criteria or target to force employees to complete their work and increase their productivity According to the information provided, the chief cause of this situation is that the CEO wants to create a comfortable, comfortable, unobtrusive working environment that aims to empower his or her employees to develop themselves self-consciously But the point here is that cultural differences have not been carefully considered The style of working in Japan but applying to Vietnamese staff without appropriate adjustment will bring trouble What is sales force? “Depending on the type of organization, a sales force may consist of a few salespeople with infrequent contact with customers, or many salespeople operating in a highly organized system with regular and frequent contact The latter would apply to companies selling consumer goods like confectionery where it is necessary to have a regular, day-today contact A company that constructs bridges needs fewer salespeople as there are fewer customers and it is more appropriate to have technical salespersons to negotiate contracts and resolve problems that customers may face during the construction process The sales force provides a flow of information to the company which needs to know what is happening ‘in the field’ to keep up with changes in demand or fashion.” 4(p.273) Can A Company Survive and Develop Without A Productive Sales Force? The question here is whether a company like Jupiter Logistics can grow without sales staffs or not According to Howard Lewinter who is known as Business Advisor Business Consultant - Business Expert throughout the United States Howard's articles have been published in business journals throughout the United States and he has been quoted in the Wall Street Journal; he also guest posts on sites like Selling Fearlessly, he said: “As a CEO, president or business owner, you can’t “hope” for business to just show up “Hope” is not a smart strategy in business Waiting, watching and hoping for a sales turnaround can only put you out of business Instead you must find the business answers and solutions that will bring sales to your company Your business will not survive without your sales force being productive.” 20 Thanks to a steady stream of available customers since its founding, the company is still operating normally until the sales decline is noticeable from 2015 Because of the loss of a customer, the sales person becomes more necessary than ever The CFO and Mr Murata also said that this is an urgent matter that needs to be addressed as soon as possible In conclusion, the company has a lot of solid evidence that sales management is completely ineffective This has seriously affected the retention of existing customers and the search for new customers for the company Sales management plays a very important role for a company that wants to expand and grow in the long run 21 3.3 Causes Validation After combining all the information, data and theories, we create the figure 3.3.1 which shows the final cause-effect map Figure 3.3.1 Final Cause-Effect Map The fluctuation of the type of logistics services and forwarding business Decrease in Gross sales Total units sold decline Competitors Weak CRM Loyal customer leave Problem in company structure Weak support from parent company in Japan Number of order decrease Lack of sales force Poor sales leadership No new customer Ineffective sales management Conflict of interest No clear target and KPI Not exploit the market of Vietnamese customers Limited sales strategy 22 3.3.1 Weak customer relationship management A research has been conducted to find out more deeply about the assessment and evaluation of customers who used to work and are working with the company Due to confidentiality of customer information, the company's customer information will not be disclosed So the information from the research below is conducted under the support and supervision of the sales manager Research focuses on customer reviews and find out why customers are not satisfied with the company John A Goodman is a member of ASQ and is also chairman of TARP in Arlington, VA He holds a master's degree in business administration from prestigious Harvard University He outlines the typical causes of customer dissatisfaction consisting of five factors that you can see in box 3.3.1.1 Box 3.3.1.1 The typical causes of customer dissatisfaction5(p1) Defects caused by production or service failures and/or employee mistakes Marketing overpromises Misleading marketing Customer error or unreasonable expectations Customer is incorrect but makes a reasonable mistake Market structure can affect customer satisfaction As customers begin to have more choices, companies need to improve customer satisfaction through providing higher quality goods, better service and lower prices in order to maintain market share according to Mazzeo6(p275–296) Because the cost of attracting new customers is higher in more competitive markets as followed Estelami7(p 285-300) “Several studies in the marketing literature have considered the relationship between customer satisfaction and performance at the firm level Not surprisingly, the results generally show that customer satisfaction provides economic benefits to the firm For example, customer satisfaction has been linked to increased revenues (Fornell, 1992; Gómez, McLaughlin & Wittink, 2004; Rust, Zahorik, & Keiningham, 1995), more inelastic demand (Anderson, 1996), and reduced costs for attracting new customers and other costs associated with poor quality, defects and complaints (Anderson, Fornell, & Rust, 1997) Reflecting these benefits, customer satisfaction has been found to positively 23 affect a firm’s profitability (Anderson, Fornell, & Lehmann, 1994; Aaker & Jacobson, 1994; Capon, Farley, & Hoeni, 1990), and its market value (Aaker & Jacobson, 1994; Ittner & Larcker, 1998).”8(p.9) Six questionnaires (find in appendices) were selected and sent to the company's customers and received about 7/7 feedback (there are customers using both types of services at the same time) Chart 3.3.1.1 shows the reason that customers choose to partner with the company In addition, chart 3.3.1.2 will show the factors that customers are not happy about the quality of services of the company Chart 3.3.1.1 The reason for customers to cooperate with the company There are factors to be taken into consideration: • Good service quality • The price is more favorable than other companies • Meet the expectations of customers • Good customer relationship management • The two companies are used to working together Factors are chosen by all customers because the two companies have long cooperated with each other over the years so they choose to become loyal customers Quality of service is quite good, accounting for about 86% Prices are good at about 57% The only factor that is not appreciated is customer relationship management 24 Chart 3.3.1.2 Factors that customers are not satisfied with the company The following factors are used to find out why customers are not satisfied: • Service failures and/or employee mistakes • High price • Poor customer relationship management • Marketing overpromises • Unreasonable expectations • Less attractive incentives than other companies About 75% of customers are dissatisfied with the company's customer relationship management Tải FULL (58 trang): https://bit.ly/3xJAFkE Dự phòng: fb.com/TaiHo123doc.net Because of specific characteristics of services, the quality of services provided by Jupiter Logistics has no significant difference from other competitors Of course, it is difficult to avoid the problem when providing services to customers, however, according to the certification of the manager, this problem is not significant and the past few years have proven that The next reason is chosen with 63% is Less attractive incentives than other companies So the threats from rival companies also need to be considered Chart 3.3.1.3 outlines the customer's assessment of what the company needs to improve 25 Chart 3.3.1.3 Customer's assessment of the factors that the company should improve Summarizing the reasons for the decline in customer numbers is a threat from competitor preferences and customer relationship management Top manager support and leadership style Tải FULL (58 trang): https://bit.ly/3xJAFkE Dự phòng: fb.com/TaiHo123doc.net Sales managers play important roles in improving the skills of sales staffs and helping the organization achieve its goals Sales managers are the one to be responsible for ensuring that the sales force has the tools and training necessary to achieve the organization's objectives related to maintaining customer relationships, increasing sales volumes and profit according to Cravens9(pp 47-59) and Deeter-Schmelz10(pp 617-26) It can be said that this situation lasts while most departmental managers in the company recognize the urgency of the sales person problem, which in part speaks to the weakness of sales management "Too busy so can not support timely" is not a good excuse of an excellent and professional manager Because if it was a reasonable excuse, it would be dubious compared to the status of the branch in Ha Noi and Hai Duong Of course, the two branches are similar in character to the company, the only difference being the sales manager and the sales department According to the CFO's comment on her boss: “Hmm…my boss… He has been working for about 20 years His leadership style is to give employees self-awareness of their responsibilities, not the control activity, not to tighten tasks for each department He says that they are head of the department, they know what to When the problem occurs, the boss is also in the spirit of solving the 26 problem, not to blame or to anyone As long as customer satisfaction is okay On the inside, the boss is mainly gentle reminder, no strong action Working with a boss like that is great, but the company's performance will not thrive.” Sales Suport It is necessary to use sales teams to effectively and efficiently meet the needs of customers stated by Brown11(pp 155-167) Moncrief and Marshall12(p.16) explain that salespeople are "very expensive assets" and that a salesperson's time is better spent making calls on qualified prospects and building existing customer relationships than on less productive activities Sales support is necessary, it can be provided within the sales force or by an external group Moon and Armstrong13(pp 17-30) explain that the selling center includes all of the sales and non-sales employees who join in the selling process “Customer transactions often require a variety of sales activities, such as customer contact/selling, manual labor, delivery, installation, technical consultation, data entry/reporting, coordination or prequalification” After confirming and reassessing the causes of the central problem, two additional factors found are conflict of interest and limited sales strategy Conflict of interest Actually, there is one reason for the expression is not very clear but also partly caused the status of the company is the conflict of interest From Figure 1.1, you can see more clearly a situation like this “Actually, these two companies have different owners Jupiter Pacific Forwarding has 80% Japanese shareholders and 20% Vietnamese shareholders, while Jupiter Logistics has 51% Japanese shareholders and 49% Vietnamese shareholders.”, said the CFO At the other two branches, the sales manager is Vietnamese and they hold their majority stake in Jupiter Logistics While in Ho Chi Minh City, sales manager is Japanese and holds a majority stake in Jupiter Forwarding Therefore, their preference for new clients in forwarding services will be affected largely depending on where they hold shares Limited sales strategy 27 6674976 ...UNIVERSITY OF ECONOMIC HO CHI MINH CITY International School of Business - Le Thi Hong Huy INEFFECTIVE SALES MANAGEMENT OF JUPITER LOGISTICS VIETNAM JOINT STOCK COMPANY MASTER OF BUSINESS... results are not satisfactory JUPITER LOGISTICS VIETNAM JOINT STOCK COMPANY Background information Jupiter Logistics Vietnam Joint Stock Company was incorporated as a joint stock company under the... between Jupiter Logistics and Jupiter Pacific Forwarding Joint Stock Company Figure 1.1 Shareholders structure comparison Jupiter Logistics Vietnam Joint Stock Company Jupiter Pacific Forwarding Joint