SALES ORGANIZATION OF VINAMILK Figure 1: Sales organization of Vinamilk At the top of the sales organizational structure is the national sales director the head – of the sales department
About the company
Overview
Vietnam Dairy Products Joint Stock Company, commonly known as Vinamilk, is a company in Vietnam that manufactures and trades milk and dairy products, as well as related machinery and equipment In 2007, Vietnam was ranked 15th The company is the industry leader in dairy processing, with a current market share of 75% in Vietnam's dairy sector Vinamilk's products are shipped to many countries, including the United States, France, Canada, Poland, Germany, the Middle East, and ten Southeast Asian countries, in addition to a strong domestic distribution network of
183 distributors and nearly 94,000 sales outlets in 64 provinces and cities After 30 years of operation, Vinamilk now owns 8 factories, 1 factory and is constructing 3 more factories Vinamilk currently has over 200 pasteurized milk products and goodsmade from milk Vinamilk became the leading dairy producer in Vietnam and achieved the brand name from Southeast Asia that entered many international rankings and celebrated 45 years of success in 2021 This is the result of planning and perseverance used to advance the position of Vietnamese dairy brands in the global dairy market Vinamilk's main products are liquid milk and powdered milk, as well as value-added products including condensed milk, drinking yogurt, ice cream, and cheese Vinamilk offers customers a wide choice of products as well as packaging forms with the aim of creating a better experience when using
In 1976, Vietnam Dairy Products Company (Vinamilk) was officially established with the original name Southern Coffee and Milk Company Depended companySouthern Food Industry Administration - In the first phase, Vinamilk mainly produces fresh milk and condensed milk In 1982, Southern Coffee with milkThe company was transferred to the Ministry of Food Industry and renamed Dairy Company -Coffee - Confectionery Enterprise I
March 1992 Milk - Coffee - Confectionery Union I officially changed its name to The name was changed to Vietnam Dairy Products Company (Vinamilk) - under the Light Kit Industry The company specializes in the production and processing of dairy products
In 1994, Vietnam Dairy Products Company built another factory in Hanoi to create favorable conditions for North market development This event raised the total factory in the company to 4 Construction is part of the process of expansion and development strategy to be able to meet the demand for dairy products of the people in the North
In 1996, a joint venture with Quy Nhon Frozen Joint Stock Company established Binh Dinh Dairy Joint Venture Enterprise This joint venture has helped the company successfully penetrate the Central market in the most favorable way In 2000, the Can Tho Dairy Factory was built in Tra Noc Industrial Park In May 2001, inaugurated Dairy Factory in Can Tho
In November 2003, the Company was transformed into the Vietnam Dairy Products
VNM Also this year, the Company inaugurated a new Dairy Factory in Binh Dinh and
In 2004, the Company acquired shares of Saigon Dairy Products Joint Stock Company, and increased charter capital to 1,590 billion dongs In 2005, the company continued to buy shares of joint venture partners in Binh Dinh Dairy Joint Stock Company In June
2005, the Company inaugurated Nghe An Dairy Factory
On January 19, 2006, the company was listed on Ho Chi Minh City Stock Exchange
At that time, the capital of the State Capital Investment Corporation held 50.01% of the Company's charter capital On August 20, 2006, Vinamilk officially change the company brand logo
In 2009, the enterprise developed 135,000 distribution agents, 9 factories, and many dairy farms in Nghe An, Tuyen Quang In 2012, the company continued to change brand logos
In the period 2010 - 2012, the enterprise built liquid milk and powdered milk industry factory in Binh Duong province with total investment capital of 220 million USD In
2011, Da Nang Dairy Factory came into operation with an investment capital of up to
In 2016, inaugurated the first dairy factory abroad, Angkormilk Dairy Factory in Cambodia By 2017, continue to inaugurate Vinamilk Organic Dalat farm - the first farm organic dairy farm in Vietnam
From 2021 to now: Vinamilk continues to maintain its position as the leading dairy to invest in research and development of new products to meet the increasingly diverse needs of customers Vinamilk also focuses on environmental protection and implements responsible social activities to contribute to sustainable development
Vinamilk is a large dairy product distribution company in Vietnam, so in order to expand its business scale and reach more customers, Vinamilk has carried out the parallel implementation of B2B (Business to Business) and models B2C (Business to Consumer)
Today, no one can deny the important position of the dairy industry in the economy because dairy products are a source of many nutritional values for society, improving human health and intelligence For economically developing countries, the dairy industry is also increasing and gradually occupies an important position in typical economies such as the US, European countries, Australia, etc
(Vinamilk) is a state-owned enterprise, directly under the Ministry of Industry, was established in 1976 The company has operated in both economic operating mechanisms: command economy, planning, subsidy, and market economy under the management of government regulations When switching to a market economy with fierce competition, the company continues to develop with certain achievements For example, products are increasingly rich and diverse in types, quality, and packaging is advantages as well as comment on its current sales activities, we decided to choose Vinamilk for research.
Vission
“Becoming the leading symbol of trust in Vietnam about nutrition and health products serving human life”
Vinamilk's mission is to provide high-quality dairy products that promote individual and societal health and well-being Through its dairy products, the company is dedicated to nurturing and promoting the values of nutrition, health, and happiness
Vinamilk's mission is comprised of the following components:
• High-Quality Products: Vinamilk strives to produce and deliver high-quality dairy products To ensure that its products meet international standards and customer expectations, the company focuses on maintaining stringent quality control standards throughout its manufacturing processes
• Nutrition and Health: Vinamilk is committed to providing nutritious dairy products that promote individual well-being The company understands the importance of balanced nutrition and strives to create products that contribute to a healthy lifestyle
• Customer Satisfaction: Vinamilk constantly strives to meet and exceed customer expectations by improving its products and services To ensure customer satisfaction, the company listens to customer feedback and incorporates it into its development processes
• Sustainable Development: Vinamilk is committed to environmentally friendly practices The company prioritizes responsible raw material sourcing, environmental conservation, and community-benefiting social initiatives Vinamilk strives to operate in a way that minimizes its environmental impact while also supporting societal well-being
• Continuous Innovation and Research: Vinamilk is committed to continuous innovation and research in order to develop new and improved dairy products The company invests in research and development to stay ahead of industry trends and meet changing consumer needs.
Mission
"Vinamilk is committed to providing the community with top-class nutrition and quality with its own respect, love, and high responsibility for human life and society.”
Vinamilk's mission is to become a leading global dairy company known for its quality, innovation, and environmentally responsible practices The company aspires to be the first choice for consumers looking for high-quality dairy products that promote health and well-being
The following are the key components of Vinamilk's vision:
• Global Leadership: Vinamilk aspires to be a major player in the global dairy industry by expanding its presence and influence beyond Vietnam The company strives to become a leading brand that is recognized and trusted by consumers worldwide
• Quality: Vinamilk strives to maintain its reputation for producing high-quality dairy products To ensure that its products consistently meet quality standards, the company is committed to strict quality control measures and continuous improvement
• Innovation and Product Development: Vinamilk aspires to be at the forefront of dairy industry innovation The company's goal is to constantly develop and introduce new, innovative dairy products that meet the changing needs and preferences of consumers
• Sustainable Practices: Vinamilk strives to be a responsible and long-lasting company The company intends to incorporate sustainable practices throughout its value chain, from raw material sourcing to manufacturing and distribution Vinamilk is dedicated to environmental stewardship, resource conservation, and social responsibility
• Customer Satisfaction: Vinamilk strives to exceed customer expectations by providing superior customer experiences The company works hard to understand and meet its customers' diverse needs, ensuring their satisfaction with its products and services.
Core value
Integrity: Integrity and transparency in actions and transactions
Respect: To have self-respect, to respect colleagues To respect the Company and partners To cooperate with respect
Fairness: To be fair with employees, customers, suppliers, and other parties
Ethics: To respect the established ethical standards and act accordingly
Compliance: To comply with legal regulations, the Company’s Code of Conduct, and the Company’s procedures and policies.
Main Product
Currently, Vinamilk is providing more than 250 product categories with 6 categories, including 3 main product lines:
Vinamilk liquid milk: including 100% fresh milk, pasteurized milk with added micronutrients, pasteurized milk, organic milk, cocoa barley drink with brands ADM GOLD, Flex, and Super SuSu, rich in healthy nutrients health, and immune support, for the whole family to be stronger so that they are always ready to do the important work every day
Yogurt: Vinamilk has many lines of yogurt products such as eating yogurt, and drinking yogurt with brands of SuSu, Probi, and ProBeauty, made from typical yogurt yeast, helping the digestive system to be healthy
Powdered milk: Vinamilk's powdered milk product line meets the nutritional needs of different ages, with the brands Dielac, Alpha, Pedia, Grow Plus, Optimum Gold, Ridielac nutritional powder, and powdered milk adults like Diecerna special treatment for diabetes, SurePrevent, CalciumPro, and Mama Gold.
Sales strategy
Sales organization
A sales organization is both an orienting point for cooperative endeavor and a structure of human relationships It is a group of individuals striving jointly to reach qualitative and quantitative objectives, and bearing informal and formal relations to one another Implicit in the concept of a sales organization is the notion that individual members cooperate to attain ends The sales organization is not an end in itself but rather the vehicle by which individuals achieve given ends Existence of a sales organization implies the existence of patterns of relationships among subgroups and individuals established for purposes of facilitating accomplishment of the group’s aims Sales organizations in many companies evolved without regard for changing conditions The basic setup designed when the company was new, despite, for example, changes in selling style and size of sales force
The sales organization, after all, is the vehicle through which personal-selling strategy is implemented A well-designed sales organization, like a well-designed automobile, accomplishes more, and more economically, than does one that is an artifact.The sales organization should be adjusted to fit-ideally, to anticipate-changing situations Shifts in marketing, in competition, and in other business factors call for changes in the sales organization The ideal sales organization has a built-in adaptability allowing it to respond appropriately in fluid and diverse marketing environments
In the ideally organized sales department, wasted motion and duplication of effort would be eliminated, friction would be minimized, and cooperation maximized Dynamic characteristics inherent in marketing preclude the achievement of such perfection But when sufficient attention is given to sales organization, the ideal is approached, if not attained, and personal-selling efforts increase in productivity Through intelligent leadership and related “human relations” talents, the skilled manager moves both individuals and informal groups along lines that facilitate achievement of the purposes of formal organization From there, it is possible to determine the purpose of the sales organization, including the following factors:
• To Permit the Development of Specialists
• To Assure that All Necessary Activities Are Performed
• To Achieve Coordination or Balance
• To Economize on Executive Time
The first step in setting up a sales organization is to define objectives The top management defines the long-term objectives for the company and from these, the long- term objectives for the sales department are derived The top management sets the leadership, through the use of outstanding technology, diversification of product lines, providing excellent service to customers, and soon
From such composite objectives, sales management determines its objectives such as personal selling objectives (qualitatively and quantitatively) to realize long-term growth in sales and profits
Step 2 : Delineating the necessary activities
A sound organizational design requires that all activities are being organized in a systematic manner Along with determining necessary activities, estimation of volume of performance is also done so as to ascertain the requirement of executive positions Executive positions determine their relationships to other positions, their duties and responsibilities, etc Determination of necessary activities and their volume of performance are made by analyzing the qualitative and quantitative objectives of the sale department
Step 3 : Grouping activities into “jobs” or “positions.”
Next, the activities necessary to achieve objectives are assigned to different positions, and this forms the basis for creating job descriptions, including reporting relationships, objectives, duties, responsibilities, and performance measures Tasks are classified and grouped, with closely related tasks assigned to the same position It is important to strike a balance between having a sufficient number of tasks and providing variation to ensure job challenge and interest In large organizations, specialization may lead to positions with a single activity, but this should be carefully considered Activities crucial to the sales department's success, such as product merchandising and pricing, are assigned to higher-level positions, while less important activities are assigned to lower-level jobs Departmental subdivisions are formed by grouping related jobs together, and coordination of intermediate-level positions falls under the responsibility of the top sales executive However, it is important to avoid creating too many administrative levels, and the organization should strive for the smallest number of levels that allow for smooth operations and effective performance
Step 4 : Assigning personnel to positions
The next step in this process is to assign personnel to positions This requires the recruitment of special individuals to fill the positions or to see the personnel fit into the capabilities of the organization Assignment of personal positions should be done carefully keeping in view of unique talents and abilities of the person concerned Step 5 : Providing for coordination and control
Sales executives with line authority require means to control their subordinates and to coordinate their efforts They should not be so overburdened with detailed and undelegated responsibilities that they have insufficient time for coordination Nor should they have too many subordinates reporting directly to them This weakens the quality and control and prevents the discharge of other duties
Coordination and control can be achieved through both informal and formal means Efficient managers control and coordinate the efforts of their subordinates largely on an informal basis They tend to make minimal us of formal instrumenta of control and coordination However, all sales executives can improve their effectiveness through
The important formal instrument of organizational control is the written job description This instrument sets forth for each job, reporting relationships, job objectives, duties and responsibilities and performance measurements
Figure 1: Sales organization of Vinamilk
At the top of the sales organizational structure is the national sales director the head – of the sales department and responsible for the overall business strategy and execution Some typical responsibilities include:
• Developing a sales strategy: The national sales manager will be responsible for researching, analyzing, identifying growth opportunities, and setting targets and targets in line with the company's goals
• Leadership and management: The national sales director will be responsible for managing, providing, guiding, training, and supporting the directors below
• Key Account Manager: They would collaborate with key account managers to manage and strengthen relationships with major clients, such as large retail
Area Sale Manager chains or distributors This would involve strategic planning, negotiation of contracts, and undertaking customer satisfaction and loyalty
• Sales Analysis and Reporting: The national sales manager would monitor and analyze sales performance, market trends, and competitor activities They would prepare regular reports and presentations to senior management, providing insights, recommendations, and updates on sales-related matters
The national sales director will be the group's sales director and oversee the activities of the five directors below, including the director of export channels, the e-commerce channel, and the director of three regions: North, Central, and South
The Channel Sales Manager plays a crucial role in operating the export sales of Vinamilk
• Market Research: The Channel Sales Manager conducts market research to identify potential export markets and assess their demand for Vinamilk products This involves analyzing market trends, competition, consumer preferences, and regulatory requirements in different countries
• Market Entry Strategy: Based on the market research findings, the Channel Sales Manager develops a market entry strategy for each target export market This includes determining the distribution channels, pricing strategy, product positioning, and promotional activities to effectively enter and penetrate the market
• Distributor and Partner Selection: The Channel Sales Manager identifies and selects suitable distributors or partners in the target export markets They establish relationships with distributors, negotiate contracts, and ensure alignment with Vinamilk's goals and standards
Sales target & sales budget
Targets or quotas are quantitative objectives assigned to sales organizers appraising selling effectiveness, targets specify desired performance levels for sales volume; such budgeted items as expenses, gross margin, net profit, and return on investment; selling- and non-selling-related activities; or some combination of these items
Targeting is a process for directing and controlling sales operations Their effectiveness depends upon the kind, amount, and accuracy of marketing information used in setting them, and upon management’s skill in administering the quota system Ineffective systems, management bases targets on information derived from sales forecasts, studies of market and sales potentials, and cost estimates Accurate data are important to the effectiveness of a target process, but, in and of themselves, they are not sufficient; judgment and administrative skills are required of those with target-setting responsibilities Soundly administered targets based on thorough market knowledge are effective for directing and controlling sales operations
The sales volume target is the oldest and most common type It is an important standard for appraising the performances of individual sales personnel, other units of the sales organization, and distributive outlets Sales volume targets communicate management’s expectations as to “how much for what period
Sales volume targets are set for geographical areas, product lines, or marketing channels or one or more of these in combination with any unit of the sales organization, the exact design depending upon what facets of the selling operation management wants to appraise or motivate
Setting a sales volume target for a sales region, for example, obtains some direction and control, but setting sales volume targets for each sales territory in the region obtains much more
The general objective that sales management has in mind while using tar- gets is to control the sales effort Sales control is facilitated through setting targets to use in appraising performances of sales organizational units, such as a sales region or an individual on the sales force Sales control is tightened through setting of targets on expenses and profitability of sales volume
To Provide Quantitative Performance Standards
Targets provide a means for determining which sales personnel, other units of the sales organization, or distributive outlets are doing an aver- age, below-average, or above- average job Territorial sales volume targets, for instance, are yardsticks for measuring territorial sales performance
Targets identify the strong and weak points; additional anal- ysis of performance data uncovers reasons for performance differentials
Control over expenses and profitability is tightened through targets
Some companies reimburse sales expenses only up to a certain percentage of sales volume, the expense quota being expressed as a percentage of sales Others set dollar expense targets and appraise sales personnel, in part, by their success in staying within assigned expense limits Still others establish targets for dollar profit or profit percentage on sale
Budget targets are particularly appropriate when additional sales volume is obtain- able only at increased expense Thus, profits increase only with improved selling efficiency
Targets motivate sales personnel, distributive outlets, and others engaged in the sales operation to achieve assigned performance levels
Some managements use targets solely for inspirational purposes, basing them almost entirely upon what they think individuals can be inspired to achieve, thus losing inspirational value
Most labor-intensive industries are facing numerous challenges, resulting in an increase in unemployment rates, forcing consumers to tighten their spending
Milk products are highly sensitive to pricing and income as a significant portion of Vietnamese consumers do not consider milk as an essential nutritional product Therefore, the demand for milk products will weaken as consumers tighten their spending habits
In addition, Vinamilk is facing increasing competition in most product categories, especially in the powdered milk segment In 2022, the company did not introduce any notable new products, and promotional activities were reduced The company is currently undergoing brand restructuring and refreshing packaging, flavors, expected to be completed in 2023 The restructuring of the sales channels in 2022 may continue to impact the sales in 2023
Experts expect VNM's export revenue to increase by 7% in 2023 compared to the low base in 2022 This is primarily due to the recovery of milk consumption in the Middle East market at a slow pace and the resumption of milk imports by China after reopening its market However, the Chinese market still does not contribute significantly to export revenue (about 5%)
VNM's net revenue is expected to increase by 2% in 2023 and 3.8% in 2024 The target forecast for 2024 shows a 3.8% increase compared to 2022
Net revenue in 2022 was 59,956,000,000,000 VND
Expenses for services of promotion, display, product introduction and sales support
Expenses for services of promotion, display, product introduction and sales support
The sales budget is a blueprint for making profitable sales It details who is going to sell how much of what during the operating period, and to which customers or classes of trade A sales budget consists of estimates of an operating period’s probable dollar, unit sales, and likely selling expenses These two estimates are related to predicting net profit on selling operations The sales budget, then, is a projection of what a given sales program means in terms of sales volume, selling expenses, and net profits
When building the cost of goods sold budget, the enterprise will proceed to build the cost norms, thereby determining the expenditure items
Regarding personnel costs, the enterprise will make assumptions about personnel from which to calculate the budget for the sales force
Regarding fixed assets, enterprises must establish a list of necessary fixed assets, from which to get quotes and determine sales budget
When setting a sales budget, businesses will offer many different options Usually, 3 basic plans are given according to the level of sales achieved These options guide the decision-making process of managers when implementing sales plans
• Plan 1: Sales reached 100% of the set target
• Plan 2: Sales reach 120% of the set target
• Plan 3: Sales reached 80% of the set target
2.5 PURPOSES OF THE SALES BUDGET
Control is the primary orientation in sales budgeting The completed budget, which is a composite of sales, expense, and profit goals for various sales units, serves as a yardstick against which progress is measured Comparison of accomplishments with relevant breakdowns of the budget measures the quality of performance of individual sales personnel, sales regions, products, marketing channels, and customers These evaluations identify specific weaknesses in operating plans, thus enabling sales management to make revisions to improve performance
The sales budget planners formulate the sales plan so that both sales volume and net profit objectives are reached Showing how to achieve the targeted sales volume is not enough The planners show how the targeted volume can be reached while keeping selling expenses at a level that per- mits attainment of the targeted profit Sales budgeting requires the drafting of alternative sales plans and the selection of the one most appropriate for serving the company’s sales volume and net profit objectives Determining methods
Based on cost targets and results of previous periods
Sales managers base on cost norms and sales results of previous periods, combined with sales targets of the planning period to estimate expenditures and revenues For example, the sales budget will increase by 10% when the sales target increases by 7% In, the increases mainly focus on developing new markets if the increased sales come from new markets
1 Sales Reflect sales results Sales = quantity sold x selling price
Actual revenue earned by the business
Net sales = sales deductions –(discounts, VAT, etc.)
Purchase price of goods sold
Cost of goods sold = quantity sold x purchase price + purchase costs
Reflect the effectiveness of sales activities
Gross profit = net sales – Cost of goods sold
Reflect the effectiveness of sales activities
Gross margin = Gross profit/net sales
Reflect the effectiveness of sales activities
Profit before tax = Gross profit – operating expenses of the business (including selling expenses)
Reflect the effectiveness of sales activities
Profit after tax = Profit before tax – Corporate income tax
Reflects the effective use of working capital turnover rate = Average working capital/net sales
Basic salary (fixed salary) and social insurance for sales staff
Sale staff recruitment
3.1 DEFINITION OF RECRUITING AND SELECTING
Recruiting and selecting sales personnel is an important part of implementing personal- selling strategy, but it is not all that is involved Initial sales training is required to bring new sales personnel up to expected productivity levels, and continuing sales training is needed to maintain more experienced sales personnel at high levels of productivity skills effectively It is one thing for sales personnel to know what they are supposed to know, but it is a different thing to get them to apply what they know
3.2 GENERAL SALES STAFF RECRUITMENT PROCESS
Step 1: Job Analysis and Job Description
The first step is to conduct a thorough job analysis to understand the requirements of the sales staff position This involves identifying the key responsibilities, skills, qualifications, and experience needed for the role Based on this analysis, a detailed job description is created
To attract potential candidates, the company can utilize various methods such as online job boards, career websites, social media platforms, employee referrals, and recruitment agencies They can also advertise the job opening on their website or in relevant industry publications
Once applications are received, the HR or hiring team will review the resumes to shortlist candidates who meet the minimum qualifications and experience mentioned in the job description This initial screening helps to identify candidates who are the best fit for the role
Shortlisted candidates are then invited for interviews The interview process may face interviews The purpose of the interviews is to assess the candidates' sales skills, communication abilities, product knowledge, customer service orientation, and overall fit for the organization
Depending on the company's requirements, candidates may be asked to undergo additional assessments such as aptitude tests, personality assessments, or sales simulations These tests provide further insights into the candidates' abilities and suitability for the sales role
Step 6: Reference and Background Checks
Before making a final decision, it is common for employers to conduct reference checks to validate the candidates' past work experience and performance Background checks may also be conducted to verify educational qualifications and ensure the candidate has a clean criminal record
Step 7: Final Selection and Job Offer
After evaluating all the candidates, the hiring team selects the most suitable candidate for the sales position A job offer is extended, outlining the terms and conditions of employment, including salary, benefits, start date, and any other relevant details Step 8: Onboarding
Once a candidate accepts the job offer, the onboarding process begins This involves completing the necessary paperwork, providing training and orientation, and
3.3 THE PROCESS OF RECRUITING SALES STAFF FOR VINAMILK DAIRY COMPANY
In order to find quality human resources, suitable for development needs as well as corporate culture, Vinamilk's human resource recruitment process focuses on developing in two main phases: recruitment and selection
• After receiving a recruitment request from the department in need, the Human Resources Department will develop a recruitment plan
• The recruitment plan begins by developing job descriptions and job specifications for all vacancies
• Next, the enterprise will assess the workload for the positions in order to make a reasonable training and development plan
Step 2: Identify sources and methods of recruitment
The recruitment method is mainly through the introduction of officials and employees working at Vinamilk
Students studying at universities across the country - future human resources are the object of special interest from Vinamilk With this target group, every year Vinamilk organizes direct recruitment sessions at major universities
In addition, the company also expands the recruitment source to the self-employed in the market However, depending on the time and position, the human resources department will focus on the appropriate recruitment source
The HR professional should be able to identify the following information:
• Types of documents and forms that need to be completed
• Standards, number of personnel to be recruited
• Recruitment Council: number, composition, powers, and responsibilities Step 4: Announcement of recruitment
The recruitment notice of Vinamilk will be posted on the internal channel, the company's official website, and recruitment news sites In addition, this notice will also be sent to targeted universities or job fairs
3.3.2 SELECTION OF PERSONNEL AT VINAMILK
This is the step of selecting the right candidate from the pool of applications to fill the vacant positions in the organization
After completing the recruitment process, the Human Resources department will collect the submitted applications and classify them by position and position Candidate profiles will be screened based on the match between the recruitment requirements and the qualifications shown on the application
Applicants will be asked to complete a leadership essay Through the essay, skills such as writing, creative presentation and especially leadership skills of each candidate will be assessed
The IQ test in logic, language and math will be used to assess the overall ability of logical thinking and acumen of the candidate
After the most potential candidates are selected, the recruitment specialist will create a recruitment plan including:
• Set up an interview panel
• Notify candidates and confirm interview information
In this step, candidates will be interviewed to evaluate the following contents:
• Professional skills for the job
• Soft skills related to the job position
• Assessment of intelligence quotient (IQ) and emotional intelligence quotient (EQ)
Through the interview process, direct assessment, the qualities, qualities and potential of the candidate will be clearly assessed Suitable candidates will be selected to participate in the probationary process and then the candidate will be conducted a health discovery
Step 6: Probation and evaluation of probation
Depending on the position, qualifications and experience of the candidate, the enterprise will have appropriate assessment methods for the probationary process
Candidates who successfully complete the probationary period will officially sign a labor contract with the company
• Know information about each type of product, current promotions, usage, storage and price of each different item
• Display and arrange goods on the shelves in accordance with regulations, regularly check the expiry date on the products
• Consulting, introducing products suitable to customers' needs, assisting customers in choosing products
• Answer questions for customers about problems related to the use, preservation or use of the product
• Manage and keep the product display area clean
• Take inventory of goods in stock, make daily inventory report
• Enter goods by basing on the amount of inventory and the consumption rate of each product code, on the order list and then transfer it to the superior to report to the ordering branch
• Place orders and receive goods delivered from superiors
• Majoring in Business Administration, Economics, Marketing,
• Having professional experience at companies in the dairy and food industry is a plus
• Possess clear and concise communication and presentation skills
• Good psychological grasping, listening and persuasion skills
• Skillful, with basic customer care skills
• Ability to handle situations quickly and flexibly
• Ability to learn, grasp information related to good products
• Have a passion for business and sales
• Develop and execute sales strategies and goals for the region in line with the company's overall sales goals
• Includes activities to analyze market trends, identify opportunities, and set goals
• Lead and manage a team of sales reps and supervisors in your region This includes recruiting, training, and motivating the sales team to achieve their goals
• Provide guidance, support, and performance reviews to ensure team success Relationship Management:
• Build and maintain relationships with key customers, distributors and partners in the region
• Work closely with them to understand their needs, address concerns and strengthen business partnerships
• Identify and pursue opportunities to expand the company's market presence in the assigned region
• Includes activities to assess market potential, identify new distribution channels, and implement marketing initiatives to increase product visibility and customer reach
• Track sales performance and analyze market data to identify trends, opportunities, and challenges
• Prepare regular sales reports and provide insights and recommendations to senior management for decision making
• Collaborate with finance to develop sales budgets and forecasts for the region
• Track and manage sales expenses within allocated budgets, ensuring cost savings and efficient resource allocation
• Identify the training and development needs of the sales team and coordinate with the training department to devise appropriate sales training programs
• This includes product knowledge, sales techniques, and market insights to enhance the team's capabilities
• Ensure compliance with company policies, procedures and ethical standards in all sales activities
• You will promote a culture of integrity, professionalism and compliance with legal and regulatory requirements
• Graduated from a regular university in Business Administration, Economics, Marketing,…
• Having professional working experience from 2-3 years in multinational companies / large-scale companies in the dairy, food, and fast-moving consumer goods industries
• Having 6-8 years of experience in a similar position in large-scale companies or at least 3 years of experience in sales, administration, business operations Professional knowledge & skills
• Understand the characteristics and business practices of each facility and the region as a whole
• Have good knowledge of sales activities, especially in-depth knowledge of industry products that the company provides
• Professional expertise in: customer management, industry, commercial support
• Good planning and organization, analytical and team building skills,
• Communication skills to be able to interact effectively with customers, sales team and other stakeholders
• Analyze and manage metrics to evaluate performance and make strategic decisions
• Honest, responsible with progressive work
• Good attitude, willing to contribute
• Have a plan to stabilize work, stick with the company for a long time
• Good communication in English and some other foreign languages, proficient in office computers
• Ability to work independently and under pressure
Develop and implement business plans in accordance with the outlined strategy for the nationwide Business Channel in regions under management:
• Manage the conduct of periodic sales reviews to determine the sales potential of the various outlets as input into the sales targeting process
Sale training
The purpose of sales training is to achieve improved job performance In the absence of training, job performance improves with experience Training substitutes for, or supplements experience, so sales personnel gave the training to reach high job performance levels earlier If sales training helps new sales personnel to perform their jobs satisfactorily, the rate of sales personnel turnover declines, recruitment and selection costs fall, and the overall efficiency of the personal-selling operation climbs Considerable opportunities exist for improving sales force effectiveness through training
The overall efficiency of a company's personal-selling operation is influenced by the state of relations with customers and prospects The sales force plays a crucial role in molding and maintaining these relations Contrasted with inexperienced sales personnel, experienced sales personnel maintain better-continuing relations with established accounts and make better impressions on prospects Sales training contributes by accelerating (for the newly recruited sales personnel) the process of learning through experience
Training programs with team-building events and confidence-boosting workshops help to ensure the focus of the sales team on the organizational goals It also helps to reduce sales personnel turnover and increases productivity
This is a form that has a long history and is widely applied to training programs This method saves time and covers a certain problem Through images, charts, or sounds to stimulate attention and increase the ability to remember the problem
Suitable for communicating information about new products in a more effective form than traditional lectures This form will often be combined with guest forms to enliven the lectures
This form requires students to act in situations The coach provides the necessary props, then assigns the trainee to play the role of salesperson, prospect, and other characters Each plays his or her assigned role, and then, they, along with other team members and trainers, evaluate each player's performance and suggest each person's performance could have been improved
In most sales training situations, the cases used are short (one or two pages maximum) and trainees are given ten or fifteen minutes to read them before starting a group discussion Each case describes a real sales problem or is developed around a situation that is realistic enough to stimulate the emotional engagement of the trainees Participants discussing a case should identify the problem, organize relevant facts, come up with specific alternatives, and choose the most appropriate one Most instructors believe that ensuring a thorough grasp of problem situations is essential for learning rather than the rapid production of solutions To get the most out of the case discussion, each session should end with a summary of the lessons learned
Impromptu discussions are different from presentations The discussion leader assumes a less dominant role than the instructor, the students are more active than the passive participants, learning is emphasized over teaching, and the atmosphere is informal and relaxed These are important advantages and impromptu discussions are used more and more, mainly in training programs for experienced salespeople
Impromptu discussion requires considerable time Most companies schedule sessions for at least half a day, or more commonly, a full day If they aim to maximize student learning on specific points
The results of these decisions are then calculated by the referees (using computers) and fed back to the players for use in the next round
Preparing a game requires research to find the necessary facts, incorporating these into a game model, developing detailed instructions for players and referees, and writing a program computer program In that case, expertise and substantial investments of time and money are required, but in part, this is offset by the fact that once prepared, a game can be used for many education programs
On-the-Job Training (OJT)
The teaching effectiveness of this method depends mainly on the qualifications of the trainer Given a qualified coach, the student begins to use proper sales techniques Early deficiencies are corrected before they become habits However, if the coach is not qualified, the students will learn the bad habits as well as the skills of the coach
On-the-job training is an important part of most initial sales training programs No more effective way exists for learning a job This method is appropriate for developing trainees' skills in making sales presentations, answering objections, and closing sales Training in these selling aspects requires practice, and this method provides expertly supervised practice
This method is used in both initial sales training and continuing training This method is also used to train off-site salespeople, such as distributor salespeople, to improve knowledge of the manufacturer's product line and sales techniques
The successful use of the online method requires administrative skills The biggest problem is motivating students to complete the assignments on the schedule Not only the self-discipline to study without direct supervision Regular exams, rewards for completing work on time, or other incentives should be provided regularly
Typically, businesses follow a five-step process to develop and implement their personnel training program:
The first and crucial step in the training process is to identify the specific training needs The company must determine the target groups that require training To do this, the training department collaborates with department heads and specialized groups to assess the training requirements and the overall goals of the business
The training plan encompasses several key components:
• Define training goals: This involves identifying the specific objectives and needs of the training program It includes determining the target audience based on their needs, motivation to learn, ability to absorb information, and relevance to their roles For instance, if the training focuses on graphic design software, the initial group to train would-be employees in the design department
• Determine the scale: Determine the number of employees and training programs required
• Set the training timeline: Establish the duration and schedule for the training
• Establish measurable outcomes: Define specific and measurable outcomes that the employees are expected to achieve after completing the program, such as a targeted percentage of improvement in their skills or knowledge
During this phase, the training plan is put into action Observing the participating employees is crucial to assess their progress and objectively evaluate the impact of the training program
Motivating sales personel
Motivation is goal-directed behavior, underlying which are certain needs or desires The term “needs” suggests a lack of something that reaching the goal could satisfy, while the term “desires” suggests positive ardor and strength of feeling The complex needs and desires stemming from within individuals lead them to act to satisfy these needs and desires
Specifically, as applied to sales personnel, motivation is the amount of effort the salesperson desires to expend on the activities associated with the sales job, such as calling on potential accounts, planning sales presentations, and filling out reports Expending effort on each activity making up the sales job leads to some level of achievement on one or more dimensions of job performance total sales volume, — profitability, sales to new accounts, quota attainment, and the like
Motivating sales personnel refers to the actions and strategies aimed at inspiring and energizing salespeople to enhance their performance and achieve sales goals Motivation plays a crucial role in driving sales success and maintaining a high level of productivity and engagement among sales personnel
Motivating sales personnel involves understanding their individual needs, desires, and goals, and implementing strategies to fulfill those motivations Some common factors that can motivate sales personnel include:
• Financial incentives: Offering competitive compensation packages, sales commissions, bonuses, and other financial rewards can motivate salespeople to strive for better results
• Recognition and rewards: Acknowledging and appreciating the achievements and contributions of sales personnel through public recognition, awards, and incentives can boost their motivation and sense of accomplishment
• Goal setting: Establishing clear and challenging sales targets helps sales personnel focus their efforts and provides them with a sense of purpose and direction
• Professional development: Providing opportunities for ongoing training, skill development, and career advancement can motivate sales personnel by enabling them to acquire new knowledge and grow in their roles
• Positive work environment: Creating a supportive and positive work environment fosters motivation among sales personnel This can include open communication, teamwork, mentorship programs, and a culture that celebrates success
• Sales contests and competitions: Organizing sales contests and competitions with attractive prizes and incentives can spark healthy competition and motivate sales personnel to excel
• Personal growth and fulfillment: Supporting sales personnel in their personal and professional growth, offering opportunities for autonomy and self-expression, and aligning their work with their values and passions can enhance motivation and job satisfaction
Organizations need to understand the unique needs and motivations of their sales personnel and tailor motivational strategies accordingly Regular feedback, communication, and a supportive management approach are essential for maintaining motivation and driving sales success
Most sales personnel require motivational “help” from management to reach and maintain acceptable performance levels They require motivation as individuals and as group members As individuals, they are targets for personalized motivational efforts by their superiors As members of the sales force, they are targets for sales management efforts aimed toward welding them into an effective selling team
A.H Maslow, a psychologist, developed a theory of motivation based on the notion that an individual seeks to fulfill personal needs according to some hierarchy of importance He suggests the general priority of need fulfillment shown in the picture below Maslow suggests that after an individual gratifies basic physiological needs, he or she proceeds to strive to fulfill safety and security needs, then belongingness and social relations needs, and so on the — individual’s level of aspiration rising as needs on higher levels are satisfied Not every individual and certainly not every salesperson, of course, establishes the order of priority of need fulfillment suggested by Maslow Some sales personnel, for instance, appear to assign earlier priority to fill the esteem need (for self- respect) than they do to fill the need for social relations within a group
After meeting basic physiological needs, it probably is impossible for most individuals to satisfy fully their needs on any higher level needs seem to multiply along with — efforts to satisfy them As a particular need is satisfied, it loses its potency as a motivator, but other unfulfilled needs, some of them new, gain in potency Individuals continually try to fulfill ever-larger portions of their need structures, and the unsatisfied portions exert the strongest motivational pull
Salespersons’ motives for working vary according to the nature and potency of the unsatisfied portion of their hierarchies of needs We must also recognize, however, that some of the salespeople’s needs are filled off the job as well as on it One salesperson works because of the need for money to feed a family; another because the job is seen as a means for gaining the esteem of others; still another because of a need to achieve (self-actualization) the maximum of one’s abilities, seeing job performance as a means to that end
If sales management knew the makeup of the unsatisfied portion of a salesperson’s hierarchy of needs at a particular time, it could determine the best incentives The fact
Figure 6 : Hierarchy of Needs terms of them If management can harmonize the individual’s goals with those of the organization, then individual behavior is channeled along lines aimed at achieving both sets of goals For a salesperson worried about providing for a child’s education, an important individual goal becomes obtaining money to remove the uncertainty If management sees how furnishing the salesperson with an opportunity to earn more money will also further the attainment of organizational goals (perhaps that of increasing the size of orders), then offering the salesperson the chance to earn more money for obtaining larger orders is a powerful incentive
Money, however, loses its power as an incentive once the individual has gratified physiological needs and most safety and security needs Other incentives (for example, a chance for promotion, which is one way to fulfill esteem and self-respect needs) become increasingly effective The promise of more money becomes a weaker incentive the farther up in the hierarchy an individual’s unfulfilled needs are pushed Whatever power a larger income retains is related to unfulfilled esteem and self-actualization needs and the extent to which income can gratify them Of course, too, the threat of receiving a lower income, a negative incentive, endangers the fulfilled part of an individual’s need structure, and to the extent that this threat exists, money continues to have power as an incentive Notice that whereas motives are internal to the individual, incentives are external Sales management influences the behavioral patterns of sales personnel indirectly through the incentives it offers
According to this theory, the factors that lead to motivation and job satisfaction are not the same as those leading to apathy and job dissatisfaction In other words, the contention is that job dissatisfaction is not the opposite of job satisfaction two separate — groups of needs are involved, one related to job satisfaction and the other to job dissatisfaction While most needs have the potential for influencing both the relief of job dissatisfaction and the increase of job satisfaction, each need serves predominantly either a hygiene or motivator purpose
Deficiencies in fulfilling hygiene needs cause job dissatisfaction These needs relate to the working environment, compensation, fringe benefits, type of supervision, and other factors extrinsic to the job Fulfilling the hygiene needs does not lead to job satisfaction but to the achievement of a neutral point known as a fair day’s work Performance at this point does not result from motivation
At the “fair day’s work” point, the individual is ripe for influence by the motivation factors, ones intrinsic to the job itself These factors reflect needs for personal growth, including achievement, recognition, nature of the job itself, responsibility, and opportunities for advancement The motivation factors represent needs that, when fulfilled, lead to job satisfaction
Figure 7 shows the considerable similarity between the Maslow and Herzberg models Herzberg’s division of the need hierarchy into two factors hygiene and motivation— — implies that for many people, including most sales personnel, only Maslow’s higher- order needs (esteem and self-actualization) are primary motivators Yet even these people must satisfy the lower-order (hygiene) needs for maintenance of their job satisfaction
The motivation-hygiene theory has two important implications for sales management
Evalution
Setting standards of performance requires consideration of the nature of the selling job
In other words, sales job analysis is necessary to determine job objectives, duties and responsibilities, and the like These, in turn, depend upon selling strategy In some companies, for example, the key problem is to obtain new customers The selling of new business requires skills different from those needed in companies whose main problem is that of servicing established accounts (that is, trade selling) Setting performance standards for new-business sales personnel requires different measures from those for trade-selling sales personnel In companies relying upon dealer sales efforts to push the product through the marketing channel, selling strategy calls for the manufacturer’s sales personnel to devote major segments of their time to training dealers’ sales personnel, assisting in the planning and preparation of dealer advertising, and securing “preferred” display space in dealers’ showrooms Performance standards are designed to measure the performance of activities that the company considers most important
Some unique sales jobs exist The mainframe computer “salesperson”, for example, is both a management consultant and a system analyst who is required to know the decision-making approach appropriate to the particular industry or establishment buying the computer Evaluating the job performance of a computer salesperson requires standards that measure not only skill in new-business selling but, even more basically, effectiveness as a management consultant and skill as a system analyst It is important to recognize the nature of the selling job before selecting standards of performance
Setting sales performance standards requires considerable market knowledge It is important to know the total sales potential and the portion that each sales territory is capable of producing Management needs evaluations of customers and prospects from the standpoint of potential profitability for each class and size of the account Marketing intelligence must provide evaluations of competitors’ strengths, weaknesses, practices, and policies Management must know the selling expenses in different territories All these items bear on the setting of performance standards, especially quantitative standards Sales management also takes other factors into account in setting performance standards
Sales planning is reappraised to assure that it is the best possible under the circumstances The policies and procedures being used to carry the personal-selling portion of the marketing program into effect are reviewed for appropriateness Adjustments are made for the strengths and weaknesses of the individual sales personnel and for the differences in their working environments Sales management puts together a combination of sales performance standards to fit the company’s needs, its marketing situation, its selling strategy, and its sales organization
Sales performance standards help measure the progress in achieving the goals of the sales department and are used to determine the level of goal attainment This measurement enables managers to assess whether the goals have been achieved or not sales, profitability, and growth Specific goals can be set based on the current sales situation of the company
However, these goals still need to align with the company's overall objectives in terms of sales, profitability, and growth
Broad sales goals are broken down into achievable objectives The overall sales goal, such as increasing sales by an additional $10 million, is divided into actionable goal- driving tactics to achieve the overall goal
Establishing performance standards for the entire business and then for each salesperson is crucial Performance standards are set to measure the success of the entire business and are subsequently applied to each salesperson
These standards are used to evaluate the extent of achievement of both overall and specific goals Benchmarking against performance standards is employed to assess the overall and specific goal attainment of the relevant individuals
The first quantitative standard that any firm should select is one that permits comparisons of sales volume performance with sales volume potential From the sales department’s standpoint, the volume objective is the most crucial and takes precedence over the profit and growth objectives Before profits can be earned and growth achieved, it is necessary to reach a certain sales volume level It is entirely logical for sales management first to develop a standard to gauge sales volume performance Quantitative performance standards can also be used to measure success in achieving profit objectives Profits result from complex interactions of many factors, so the enough Standards should be set to bring some or all factors affecting profit under sales management’s control Performance standards, then, are needed for such factors as selling expense, the sales mixture, the call frequency rate, the cost per call, and the size of the order
Establishing quantitative performance standards to measure the progress toward growth targets is a complex process This highlights that achieving growth is not only natural but also depends on the effectiveness of sales personnel
In an expanding economy, it is expected that individual salespersons will experience annual sales growth However, this requires synchronization between marketing management and sales management to ensure that different products, pricing, advertising, and other marketing policies align with market needs and effective sales management is continuously improved
To achieve growth targets, necessary performance standards for individual sales personnel include factors such as increasing sales to existing customers, sales to new customers, the number of new potential customer approaches, sales of new products, and improving the effectiveness of the sales territory
Most companies use quantitative performance standards The particular combination of standards chosen varies with the company and its marketing situation Quantitative standards, in effect, define both the nature and desired levels of performance Indeed, quantitative standards are used for stimulating good performance as well as for
Quantitative standards provide descriptions of what management expects Each person on the sales force should have definitions of the performance aspects being measured and the measurement units These definitions help sales personnel make their activities more purposeful Sales personnel with well-defined objectives waste little time or effort in pursuing activities that do not contribute to reaching those objectives
A single quantitative standard, such as one for sales volume attainment, provides an inadequate basis for appraising an individual’s total performance In the past, the performances of individual sales personnel were measured solely in terms of sales volume Today’s sales managers realize that it is possible to make unprofitable sales and to make sales at the expense of future sales In some fields for example, industrial — goods of high unit price sales happen only after extended periods of preliminary work, — and it is not only unfair but misleading to appraise performance over short intervals solely on the basis of sales volume
Sales process
The selling process typically involves several steps to guide the salesperson and potential customer from initial contact to closing the sale Here are the common eight steps of the selling process:
Prospecting: This initial step involves identifying potential customers who may be
Figure 9 : The selling process lead generation techniques such as networking, referrals, online research, attending industry events, or leveraging marketing campaigns The goal is to create a pool of qualified leads to pursue
Pre-Approach: Once you have identified potential leads, it's important to prepare and plan your approach This includes understanding your product or service thoroughly, researching your target market, and crafting a sales strategy You should consider the key benefits and unique selling points of your offering and develop a plan to effectively communicate them to potential customers
Approaching: This step involves making the first contact with the potential customer Whether it's through a phone call, email, or face-to-face meeting, it's crucial to make a positive impression Introduce yourself and your company, express genuine interest in the customer's needs, and establish rapport The objective is to initiate a conversation and gain the customer's attention
Needs Identification: This step focuses on understanding the customer's specific needs, challenges, and desires Ask open-ended questions and actively listen to gather information about their requirements By empathizing and showing a genuine interest in their needs, you can tailor your sales presentation to effectively address their pain points and showcase how your product or service can meet their requirements
Presentation: Based on the information gathered in the needs assessment step, it's time to present your product or service Highlight the features and benefits that align with the customer's needs and provide a clear value proposition Use compelling visuals, demonstrations, or samples to showcase how your offering can solve their problems or improve their situation Customization is key to making your presentation relevant and impactful
Handling Objections: Customers may have concerns or objections that need to be addressed before making a purchase decision Listen attentively to their objections, acknowledge their concerns, and respond with empathy Provide relevant information, examples, case studies, or testimonials to alleviate their doubts Address objections openly and honestly, and focus on building trust and credibility Aim to turn objections into opportunities to further emphasize the value and benefits of your product or service
Closing the Sale: This step involves seeking a commitment from the customer to move forward with the purchase Depending on the situation, you may directly ask for the sale or negotiate terms and conditions Understand the decision-making process and timeline of the customer, and guide them through the necessary steps to finalize the purchase
Be prepared to answer any final questions or concerns and provide reassurance as needed
Follow-up/ Implementation: After the sale is made, it's crucial to follow up with the customer This step is aimed at ensuring their satisfaction, addressing any post-purchase concerns, and fostering a long-term relationship It may involve sending thank-you notes, providing additional support or resources, or seeking feedback to improve your sales process By maintaining a positive relationship with your customers, you increase the likelihood of repeat business, referrals, and potential future sales
Remember, the selling process is not always linear, and steps can be revisited or effective communication, and building trust are fundamental elements of a successful sales process
VINHOMES GRAND PARK REAL ESTATE SALE Scenarios DISTRICT 9
Sale: Hello sir, I'm Q from IQI Did you leave your contact information regarding the Vinhome Grand Park project in District 9, sir?
Sale: I wonder if you have been researching this project for a long time?
Customer: I have also recently started researching it
Sale: Have you ever looked into any other projects before?
Customer: Yes, I have I looked into Metro Star
Sale: What issues made you unsatisfied with that project, sir? Was it not suitable for you?
Customer: The houses there were fine, but the consultant I dealt with wasn't to my liking That's why I'm still considering it
Sale: How did the staff there advise you in a way that didn't suit you, sir?
Customer: The consultant was too long-winded Whenever I asked about the price, they would take me around in circles without giving me a specific figure, which was quite
Sale: So, how much are you planning to spend on a property? Let me find a suitable option for your needs
Customer: I prefer a two-bedroom unit because I was born on February 22, 2022 I need two bedrooms and two bathrooms because I value cleanliness and privacy My budget is around 3 billion VND
Sale: Normally, our two-bedroom units come with two bathrooms, and they are also priced at around 3 billion VND So, you want to buy a property for your residence, right?
Sale: Currently, we still have a few vacant two-bedroom units available But do you need a property urgently?
Customer: I'm planning to get married next year, so it's not urgent Please find a property that suits my needs for this year
Sale: All right, I will take note of that Regarding the two-bedroom units, we have two areas available: Origami and Rainbow Have you looked into these two areas so that I can provide further advice?
Customer: I have some general knowledge about these two areas, but I tend to avoid them because they can be quite expensive If there are any areas with higher prices, you can advise me on those
Sale: In that case, I think you should consider buying a unit in Origami It's a suitable option for a couple with a unit size of around 64 square meters, providing a warm and cozy living environment Moreover, since you don't need the property urgently, purchasing in this area is reasonable because Tower S10 is scheduled to be handed over by the end of this year If you make the decision now, you can secure a lower price from the developer
Customer: Is this unit furnished or unfurnished?
Sale: This unit comes with basic furniture You can decorate it according to your preferences
Customer: That's acceptable I want my house to be unique, reflecting my style I don't like having the same design as others
Sale: Then, this unit is suitable for you
Customer: Can you provide the specific price?
Sale: The price depends on the floor of the apartment The higher the floor, the higher the price Do you have a preference for a higher or lower floor?
Customer: I prefer higher floors How many floors does the building have?
Sale: It has 30 floors Which floor range would you like?
Customer: 30 floors is too high Let's go for floors 10-15 Also, please find a unit facing southeast A fortune teller told me that having a house facing that direction will bring me wealth
Sale: All right, I have a unit that matches your preferences It's on the 12th floor and priced at 3.2 billion VND
Customer: 3.2 billion VND is a bit higher than my planned budget I intended to spend around 3 billion VND Are there any other units available?
Sale: There are units with lower prices, but I don't think they will meet your needs It's quite difficult to find a unit that matches your requirements Alternatively, would you be available to meet in person? We can discuss the property's floor plan and the surrounding amenities Perhaps after the consultation, you might find this unit suitable for you
Customer: That works I'm usually free for exercise in the morning around 7 AM Sale: So, meeting at 9 AM would be convenient for you after your workout, right? Customer: Yes, I'll be free by then
Sale: Where would you like to meet?
Customer: How about PL in District 9?
Sale: All right, that sounds good I will send you a brief design to review beforehand
By the way, is this phone number with Zalo your current contact number?
Sale: Great, I'll send you the design Thank you, sir
Sale: Hello, sir I'm Q, the one who provided you with a telephone consultation yesterday
Customer: Hello, Q Have you been here long? I was at the gym, so I arrived late
Sale: That's all right, sir I just got here a little while ago too I'm really glad you took the time to meet me and listen to my advice despite being busy Thank you in advance
By the way, did you have a chance to look at the design I sent you yesterday?