THÔNG TIN TÀI LIỆU
UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business t to ng hi ep w n Cao My Anh lo ad y th ju LOW LEVEL OF SALESPERSON COMPETENCIES AT EAST SAIGON BRANCH OF VIETINBANK, HO CHI MINH CITY, VIET NAM yi pl n ua al n va ll fu oi m ID: 22 13 00 03 at nh z z vb MASTER OF BUSINESS ADMINISTRATION ht SUPERVISOR: Dr LE NHAT HANH k jm om l.c gm Ho Chi Minh City – Year 2016 n a Lu n va y te re t to Table of Contents CHAPTER 1: PROBLEM IDENTICATION ng hi ep 1.1 Company background 1.2 Background of problem 1.2.1 Symptom of business problem w 1.2.2 Possible problem n Problem justification lo 1.3 ad 1.3.1 Problem definition y th 1.3.2 Justify the existence ju yi 1.3.3 Justify the importance Potential causes 10 1.5 Causes validation 21 pl 1.4 ua al n CHAPTER 2: ALTERNATIVE SOLUTIONS 24 va n 2.1 Alternative solutions 24 fu ll 2.1.1 Organizational policy 24 m oi 2.1.2 Reward system 25 at nh 2.1.3 Training program 26 Table 2.2: Comparison among possible solutions 27 z z 2.2 Solution comparison 29 vb ht CHAPTER 3: ACTION PLAN 30 k jm Table 2.3: Financial analysis among solutions 31 gm Table 3: Detailed implementation plan 32 l.c Conclusion 35 CHAPTER 4: SUPPORTING INFORMATION 35 om Table 1.1: Lending interest rate (%) in ASEAN 35 a Lu Table 1.2: Opening questions for management staff 36 y Table 1.9: Causes were reflected in VES 44 te re Table 1.8: Sale competencies questionnaires in Agribank 42 n Table 1.6: Standard scores ten 41 va Table 1.5: Sales Competencies Questionnaire in East Saigon Branch of VietinBank 39 n Table 1.3: Problems were indicated in VES 38 Table 1.10: Manager Interview transcript 46 Table 2.1: Comparison the number of agreements among solutions 49 t to References 51 ng hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re LIST OF TABLES Table 1.1: Lending interest rate (%) in ASEAN 35 t to Table 1.2: Opening questions for management staff 36 ng hi Table 1.3: Problems were indicated in VES 38 ep Table 1.4: Initial cause and effect map 20 w Table 1.5: Sales Competencies Questionnaire in East Saigon Branch of VietinBank 39 n lo Table 1.6: Standard scores ten 41 ad y th Table 1.7: The final causes and effects map 24 ju Table 1.8: Sale competencies questionnaires in Agribank 42 yi Table 1.9: Causes were reflected in VES 44 pl ua al Table 1.10: Manager Interview transcript 46 Table 2.1: Comparison the number of agreements among solutions 49 n n va Table 2.2: Comparison among possible solutions 27 fu Table 2.3: Financial analysis among solutions 31 ll Table 3: Detailed implementation plan 32 oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re LIST OF ABBREVIATIONS Agribank………………………Vietnam Bank for Agriculture and Rural Development t to ng ARM………………………………………………….Associate Relationship Manager hi ep RM……………………………………………………………….Relationship Manager w n SCQ……………………………………………The Sales Competencies Questionnaire lo ad VES……………………………………………… VietinBank East Saigon branch ju y th VietinBank ………… Vietnam Joint Stock Commercial Bank for Industry and Trade yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re Executive summary East Saigon Branch plays a significant role in sale performance and t to development activity in VietinBank Nevertheless, the low level of salesperson ng hi competences in Marketing Department is affecting to employees and operation in ep branch Moreover, this issue will bring the potential sequences in VES as this problem w has existed for next years Especially, the company has faced to decreasing income n lo ad and high turnover rate y th ju The main purpose of this thesis is to suggest the solutions to enhance the level yi pl of salesperson skills in Marketing Department in VES In order that we could find out al n ua the best solution, we have to make step by step from the analysis to the illustration va They contain collecting symptoms, analysing problem, identify potential causes which n fu ll is training programme, organizational climate, product knowledge, etc They are oi m discovered from the textbook Additionally, depended on the root cause of the at nh problem, the probable strategies to improve the level of salesperson competencies in z z ht vb the transactions also are found out From the possible strategies such as updating k jm organizational procedures, adjusting reward system, and improving training program, gm the efficient key to a difficulty will be built and recommend to VES Nonetheless, the om l.c best answer is to be adjusting training program Because that solution is the most economical and most profitable in the future Actually, the profit is VND 1,025 y this action plan use willing resources such as trainers who is the experience employees te re training course, the bank should carry out implementation plan in chapter Because n profit is merely VND 200 million and VND 20 million respectively In order to handle va solutions is VND 800 million and VND 1000 million respectively Meanwhile, the n a Lu million while the expense is VND 200 million (Table 2.3) The cost of two remain in sale performance and study place where is the meeting room in the bank? It brings benefit and convenience for both employees and company Furthermore, the t to ng recommendations have to be tested for the purpose of ensuring the most suitable for hi ep the branch and all the employees The thesis use the qualitative method which is face to face the interview of managers and 53 staffs in Marketing Department Besides w n lo that, this thesis makes reference to the literature from the theory, textbook, and ad ju y th previous academic papers in order to verify the main problem, as alternative solutions, and as implementation plan yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re Running head: LOW LEVEL OF SALESPERSON COMPETENCIES IN VES CHAPTER 1: PROBLEM IDENTICATION 1.1 Company background t to ng hi Vietnam Joint Stock Commercial Bank for Industry and Trade is abbreviated to ep VietinBank VietinBank is one of the two banks in Vietnam to enter into the Global w 500, recognizing the world’s most value banking brands in 2015 according to Brand n lo ad Finance – the world’s famous ratings agency and brand valuation consultancy firm y th (Annual report 2014) For 10 consecutive years, VietinBank has been in the Top 10 ju yi National Brands and the holders of Vietnam Value Award for three straight years pl n ua al That’s why the branches of VietinBank have the advantage of brand and prestige in n va the financial market This thing is represented obviously in East Saigon branch of ll fu VietinBank In 1991, East Saigon branch of VietinBank was established in Thu Duc m oi district The branch has 155 employees and transaction offices It is focusing nh at business customers due to its location on industrial zone In addition, the scope of z z operation include Fund Mobilization in the form of Term Deposits for Retail and vb ht Corporate clients, Foreign Exchange, Guarantees, International Settlements, Letter of jm k Credit, Capital Markets, Money Markets, Bonds, Equity Investments, Correspondent gm solutions licenced by the State Bank of Vietnam om l.c Banking, Internet Banking, and other innovative financial and investment services and y abbreviated to ARM and RM respectively Furthermore, each team is responsible for a te re Relationship Manager Associate Relationship Manager and Relationship Manager are n who is called Associate Relationship Manager Additionally, team head is called va employees and is divided into groups Each group has members to 12 members n a Lu The thesis concentrates on the Marketing Department, which consist of over 50 LOW LEVEL OF SALESPERSON COMPETENCIES IN VES customer group permanently More specifically, each individual person is responsible for his own customers At the same time, they have to seek potential customers for the t to company ng hi ep 1.2 Background of problem w 1.2.1 Symptom of business problem n lo ad For consecutive years, the annual report between 2012 and 2014 of the firm y th ju describes that the revenue decreased from 3,594 billion Vietnam Dong to 1,724 billion yi pl Vietnam Dong Moreover, during the period of years from 2012, net income also al n ua dropped significantly from 49.4 billion Vietnam Dong to 5.1 billion Vietnam Dong In va 2014, the number of customers increased insignificantly around 320 customers While n fu ll planned figure was over 800 customers The table below will illustrate the details oi m 2013 2012 at nh 2014 2,100 3,594 z 1,724 z Revenue ht vb 5.1 14.7 320 609 800 835 49.4 k jm Net income 658 om l.c customers grew gm The real number of n va 800 n number of a Lu The schedule y te re customers (Annual report 2012, 2013, 2014) LOW LEVEL OF SALESPERSON COMPETENCIES IN VES According to interview results with 53 staffs in Marketing Department of bank, they disclosed many problems which had an effect on turnover and income in the branch t to ng Average score of listening skill and motivation merely reaches at 4.36 and 4.38 hi ep respectively (Table 1.3) They indicated that they are less developed competencies In point of fact, Mr Ha, as a manager in Marketing Department, she believed that w n motivation provides a stimulus to encourage employee’s performance and greater lo ad ju y th involvement in business success Essentially, much motivation can come as employees are encouraged to grow in their competencies through education, training, and yi pl experience It is an internal state that leads to the pursuit of objectives From the ua al n standpoint of manager, motivation is an activity carried on to get them to achieve va n results .Those problems is discussed more detailed in Section 1.2.2 Overall, the data fu ll described ineffective performance in East Saigon branch of VietinBank Especially, oi m at nh the number of customers reduced from 2012 to 2014 What is actual cause that it is z really affect a downward trend in revenue and profit in the bank? Which methods are z ht vb handled to seek root cause? k jm 1.2.2 Possible problem gm banking sector, association with another elements, VES copes with a several om l.c In the current context for the Vietnamese economic and the present situation of n a Lu problems They are causes lead to decline of profitability in the bank Following a n y te re as mortgage-related securities that had spread through the US and global financial va financial crisis developed with remarkable speed starting in the late summer of 2008, system suddenly collapsed in value This crisis has undermined many of the largest financial institutions in the US and elsewhere, as well as severely damaging a large LOW LEVEL OF SALESPERSON COMPETENCIES IN VES t to ng hi ep w n lo ad 5 4 3 7 6 5 7 7 8 7 4 7 6 4 8 5 5 6 5 5 6 ju y th 2 4.43 4.36 4.53 4.38 4.53 5.23 5.98 5.87 5.09 5.34 5.96 4.79 4.30 4.98 yi pl ua al Trang 43 Mr Dong 44 Ms Viet 45 Ms Kim 46 Ms Phuong 47 Ms Van 48 Ms Vy 49 Ms Mi 50 Ms Thy 51 Mr Tai 52 Ms Ninh 53 Mr Huu Average score Total average Note: 41 n The table below illustrate various competencies which is abbreviated to the letters va n No Letters Competencies A Adapting and innovating B Listening skill C Team working D Achievement motivation E Communicating and presenting F Resilience and self-control G Conscientiousness H Self-awareness I Prospecting 10 J Customer orientation 11 K Negotiating and influencing 12 L Competitor awareness 13 M Product expertise ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu y te re The table below shows what different scores on the instrument's scales indicate about your sales skills and competencies n va Table 1.6: Standard scores ten Standard Ten Scores Level Competence LOW LEVEL OF SALESPERSON COMPETENCIES IN VES 42 Very well-developed competency or outstanding strength to capitalize on Well-developed competency or strength 5–6 Moderately well-developed competency or mid-range skill Less developed competency or embryonic skill Least developed competency or possible flaw t to – 10 ng hi ep w n lo ad ju y th yi 1–3 pl n ua al va Table 1.8: Sale competencies questionnaires in Agribank Standard ten scores (1 – 10) D E F G H I J n B C K ll A fu L M k l.c 7 a Lu 8 8 9 8 8 n va y te re 7 8 9 7 9 7 n 6 9 6 om 6 8 6 8 gm 8 6 8 8 6 8 jm 8 9 8 9 ht 7 8 7 8 vb 6 8 9 6 8 z 6 8 6 8 z 7 8 7 at 7 9 7 nh 8 9 8 9 oi m Scales Competencies No Participants Ms Xuan Ms Ha Ms Mi Ms Kieu Mr Thuan Ms Le Ms Huong Ms Boi Mr Lam 10 Ms Kha 11 Ms Lan 12 Ms Vu 13 Ms Hien 14 Ms Hoa 15 Mr Bao 16 Mr Vinh 17 Ms Uyen 18 Ms Nhan LOW LEVEL OF SALESPERSON COMPETENCIES IN VES t to ng hi w n lo ad ju y th yi n ua n ll m nh z vb 7 7 7 8 k jm 7 7 7 7 7 8 7 9 8 7 7 om l.c 8 6 8 6 6 8 6 8 6 gm 8 6 8 6 8 6 8 6 8 6 ht 8 8 8 8 9 8 8 8 8 8 z 6 8 6 8 8 6 6 at 6 8 6 6 8 6 6 oi 6 6 6 8 6 6 6 6 fu 7 7 8 8 7 7 va 7 7 7 9 7 7 7 7 al 5 8 5 9 8 5 5 pl 9 8 5 8 9 9 8 8 7 9 9 6 9 10 6.96 7.23 6.98 6.53 7.02 6.83 7.83 7.60 7.38 6.91 7.49 7.23 7.40 7.18 y te re n va 5 8 5 8 8 8 5 8 5 8 n 5 7 5 7 9 7 5 5 7 a Lu Mr Hy Mr Tuan Ms Loan Mr Cam Ms Khuong Ms Man Mr Hieu Ms Chinh Ms Linh Mr Vinh Ms Kim Ms Phuong Ms Van Ms Vy Ms Mi Ms Thy Mr Tai Ms Ninh Mr Huu Ms Thu Ms Lan Ms Binh Ms Xuan Mr Duc Ms Nha Mr Hoang Ms Hong Ms Hoang Ms Uyen Ms An Ms Thao Trang 50 Mr Dong 51 Ms Viet 52 Ms Dao 53 Mr Thinh Average score Total average ep 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 43 LOW LEVEL OF SALESPERSON COMPETENCIES IN VES 44 Table 1.9: Causes were reflected in VES t to ng hi ep A B C D E F G H I J K w n lo ad ju y th yi pl va n ua al fu z M at z nh oi m n L ll om l.c gm a Lu n n y te re va k jm ht vb No 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 Causes Participants Ms Thao Ms Nhi Ms Tu Ms Khanh Mr Khiem Ms Bich Ms Trang Ms Anh Mr Hung Ms Kha Ms Hong Ms Mai Ms Hang Ms Hong Mr Bach Mr Vinh Ms Kieu Ms Ngan Ms Ha Ms Lan Ms Binh Ms Xuan Mr Duc Ms Nha Mr Hoang Mr Kiet Mr Luan Mr Vinh Ms Chau Ms Diem Ms Truc Ms Thu Ms Cuc Ms Trinh LOW LEVEL OF SALESPERSON COMPETENCIES IN VES t to ng hi 35 36 37 38 39 40 41 42 ep Ms Tuyen Ms Thi Ms Hue Ms Hong Ms Hoang Ms Uyen Ms An Ms Thao Trang 43 Mr Dong 44 Ms Viet 45 Ms Kim 46 Ms Phuong 47 Ms Van 48 Ms Vy 49 Ms Mi 50 Ms Thy 51 Mr Tai 52 Ms Ninh 53 Mr Huu Total persons agree with this cause % Note: 45 w n lo ad ju y th yi pl n ua al n va fu ll oi m 25 4 z at nh 14 10 32 31 26 z ht vb 26% 11% 8% 47% 0% 8% 8% 0% 9% 19% 60% 58% 49% jm The table below illustrate various causes which is abbreviated to the letters k F Personal goals G Organizational climate y te re Listening skill n E va n Product expertise a Lu D om l.c C Causes Motivation Emotion Organizational culture gm No Letters A B LOW LEVEL OF SALESPERSON COMPETENCIES IN VES H Sales experience I Training and development orientation 10 J Organizational policy 11 K Reward system t to 46 ng hi ep w n Table 1.10: Manager Interview transcript lo Relationshi ju y th Questions ad N p manager manager p manager p manager n va Listening skill of the employees is not good Therefore, it is unsatisfactor y customers That is a main cause generate to drop the income ll fu oi m at nh revenue? manager He said that the bank charge is higher than alternative banks such as Agribank and BIDV in Thu Duc district This information is complained by the customers Currently, he is checking this issue So that, the customers go other banks The revenue drop z z ht vb k jm She think that convince ability is vital Furthermore, the salespeople explain the type of services analyse the benefits from bank service that they are necessary for customers when they perceive bank‘s product obviously Additionally, convince ability is om l.c gm n a Lu n va y te re Though the interest rate is attractive with the customers However, the loan process spend much time Time is gold The customer cannot wait a long time Since the Credit Department have to appraise loan file from the customers carefully n to decline ua causes lead She is interest in salesperson skills Because it plays an important role in order that increasing the amount of sales Although there are many factors which have effect on income in bank In her opinion, she thinks that human factor is extremely Relationship al Which Relationshi pl 1 Relationshi yi o Relationship LOW LEVEL OF SALESPERSON COMPETENCIES IN VES 47 vital t to good Consequently , there are a lot of customers that they will use services or borrow capital from bank ng hi ep w n lo ad yi Communicatin g and presenting skill belong to sales abilities if communicatin g and presenting are successful The number of customers will increase pl n ua al n va fu oi m at nh Product expertise is good for the purpose of consulting with clients who know the bank service That thing will satisfy customers There was the material of bank product It is advantage compare to other bankers Because the staff could answer customer’s questions immediately No, the team Yes, it is not z z ht vb Not, yet It is Not, yet not flexible It There are not work of my k jm Product knowledge extremely plays a vital role It provide the customers to get the whole information in bank service ll It has effect on revenue think sales When the employees competencies have proficient have an sales skill, influence in the customers revenue and will satisfy with the income in the bank Thus, the sale bank? increase Is the current No, it’s not ju How you y th good She bad program usually work does not match updating employees However, it good? at high with individual new product is not good have to pressure and development knowledge There are improve in overtime plans to train new not order to suit Nevertheless and current combination with current , all the staffs among situation in om l.c gm training n a Lu n va y te re LOW LEVEL OF SALESPERSON COMPETENCIES IN VES 48 training members in classes are group VES t to ng opened on hi ep weekend She and w n lo many ad ju y th interviewees shared that yi pl they are not n ua al interesting va n to go to the fu ll class on this oi m at How you It’s I appreciate the I expect to think the important It tangible be paid a good current has an effect recognition bonus more reward reward on sales from the bank than in the system system? competencie such as movie current It fit based on s to motivate ticket with my maintenance leave, and I the contribution the am not an employees to company employees exceptional work very case In my view, z nh time If the bank z ht vb cannot jm satisfy their k gm employee, l.c they will om n a Lu n va y te re hard in long LOW LEVEL OF SALESPERSON COMPETENCIES IN VES 49 time How you It’s t to think about complicated customer file is simple That ng Because the hi ep organizationa The l policy in customers The policy is The file The rules and checking terms are thing will time should simple and carefully in attract to be reduce in rapid It leads Credit customers order to to attract Department increase the potential Hence, the number of customers in clients in Thu Duc VES District w checked n have to wait lo VES? ad ju y th a long time Because the yi pl file is solved customers ua al spent waiting steps in the time more n by many va n Because the fu customers ll policy oi m not wait a queues z departments at nh among z ht vb together k jm n n va y te re a Lu Participants Ms Thao Ms Nhi Ms Tu Ms Khanh Mr Khiem Ms Bich Ms Trang Ms Anh om No Organizational Reward Training policy system program l.c Solutions gm Table 2.1: Comparison the number of agreements among solutions LOW LEVEL OF SALESPERSON COMPETENCIES IN VES t to ng hi ep w n lo ad y th ju yi pl ua al n n va fu ll oi at nh z ht vb jm k n va n y te re a Lu om l.c gm 43 44 45 46 z Mr Hung Ms Kha Ms Hong Ms Mai Ms Hang Ms Hong Mr Bach Mr Vinh Ms Kieu Ms Ngan Ms Ha Ms Lan Ms Binh Ms Xuan Mr Duc Ms Nha Mr Hoang Mr Kiet Mr Luan Mr Vinh Ms Chau Ms Diem Ms Truc Ms Thu Ms Cuc Ms Trinh Ms Tuyen Ms Thi Ms Hue Ms Hong Ms Hoang Ms Uyen Ms An Ms Thao Trang Mr Dong Ms Viet Ms Kim Ms Phuong m 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 50 LOW LEVEL OF SALESPERSON COMPETENCIES IN VES 51 t to ng hi 47 Ms Van 48 Ms Vy 49 Ms Mi 50 Ms Thy 51 Mr Tai 52 Ms Ninh 53 Mr Huu Total persons agree with solutions % ep w n 16 21 30% 30% 40% lo 16 ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu y te re Abdullah, H., & Hiok, O M (2009) Modelling HRD practices in Malaysian manufacturing firms European Journal of Social Sciences, 8(4), 640-652 n va References LOW LEVEL OF SALESPERSON COMPETENCIES IN VES 52 t to Annual report (2012, 2013, 2014), East Saigon Branch of VietinBank, Ho Chi Minh City, Vietnam Badovick, G J (1990) Emotional reactions and salesperson motivation: An attributional approach following inadequate sales performance Journal of the Academy of Marketing Science, 18(2), 123-130 ng hi ep Baldauf, A., & Cravens, D W (2002) The effect of moderators on the 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