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INTRODUCTION
Overview
Business name: VIET TIEN GARMENT JOINT STOCK COMPANY
English name: VIETTIEN GARMENT CORPORATION
Address: 7 Le Minh Xuan, Ward 7, Tan Binh District, Ho Chi Minh City
Legal representative: Mr Bui Van Tien — Title: General Director
– Producing all kinds of clothes;
– Import-export services, freight forwarding;
– Producing and trading raw materials for the garment industry; machinery, spare parts and equipment serving the industrial garment industry; audio and lighting electrical equipment
– Trading in printers, photocopiers, and computer equipment; equipment and software in the field of computers and technology transfer; telephones, fax machines, desk phone systems; air conditioning systems and accessories (civil and industrial); household and industrial pumps;
– Investment infrastructure business in industrial parks;
– Doing other business lines according to the provisions of law.
– Quality management system according to ISO 9001 – 2015 standard, certificate number
– SA 8000 certification, certificate: SA 591551, issued by BSI WRAP, certificate 4118, issued by WRAP organization
Vision
Become a strong economic group in the textile sector
Mission
Continuously improve customer and employee satisfaction with the best products and services
Core values: Honesty - Quality - Responsibility - Innovation – Creativity
SALE PROCESS
THEORY
II.1.1 AIDAS Theory of Selling
This theory-popularly known as the AIDAS theory, after the initials of the five words used to express it (attention interest, desire, action and satisfaction)-is the basis for many sales and advertising texts and is the skeleton around which many sales training programs are organized Some support for this theory is found in the psychological writings of William James," but there is little doubt that the construct is based upon experiential knowledge and, in fact, was in existence as early as 1898 During the successful sell- ing interview, according to this theory, the prospect's mind passes through five successive mental states: attention, interest, desire, action, and satisfaction Implicit in this theory is the notion that the prospect goes through these five stages consciously, so the sales presentation must lead the prospect through them in the right sequence if a sale is to happen.
Securing attention The goal is to put the prospect into a receptive state of mind The first few minutes of the interview are crucial The salesperson- son has to have a reason or an excuse, for conducting the interview If the salesperson previously has made an appointment, this phase presents no problem, but experienced sales personnel say that even with an appointment, a salesperson must possess considerable mental alertness, and be a skilled conversationalist, to survive the start of the interview The prospect's guard is naturally up, since he or she realizes that the caller is bent on selling something The salesperson must establish good rapport at once The salesperson needs an ample supply of "conversation openers." Favorable first impressions are assured by, among other things, proper attire, neatness, friendliness, and a genuine smile Skilled sales personnel often decide upon conversation openers just before the interview so that those chosen are as timely as possible Generally, it is advantageous if the opening remarks are about the prospect (people like to talk and hear about themselves) or if they are favorable comments about the prospect's business A good conversation opener causes the prospect to relax and sets the stage for the total presentation Conversation openers that cannot be readily tied in with the remainder of the presentation should be avoided, for once the conversation starts to wander, great skill is required to return to the main theme.
Gaining interest The second goal is to intensify the prospect's attention so that it evolves into strong interest Many techniques are used to gain interest Some salespeople develop a contagious enthusiasm for the product or a sample When the product is bulky or technical, sales portfolios, flipcharts, or other visual aids serve the same purpose.
Throughout the interest phase, the hope is to search out the selling appeal that is most likely to be effective Sometimes, the prospect drops hints, which the salesperson then uses in selecting the best approach To encourage hints by the prospect, some salespeople devise stratagems to elicit revealing questions Others ask the prospect questions designed to clarify attitudes and feelings toward the product The more experienced the salesperson, the more he or she has learned from interviews with probing, usually of the question-and-answer variety, before identifying the similar prospects But even experienced sales personnel do considerable probing, strongest appeal In addition, prospects' interests are affected by basic moti- vations, closeness of the interview subject to current problems, its timeli- ness, and their mood-receptive, skeptical, or hostile-and the salesperson must take all these into account in selecting the appeal to emphasize.
Kindling desire The third goal is to kindle the prospect's desire to the ready-to-buy point The salesperson must keep the conversation running along the main line toward the sale The development of sales obstacles, the prospect's objections, external interruptions, and digressive remarks can sidetrack the presentation during this phase Obstacles must be faced and ways found to get around them Objections need answering to the prospect's satisfaction Time is saved, and the chance of making a sale improves if objections are anticipated and answered before the prospect raises them External interruptions cause breaks in the presentation, and when conversation resumes, good salespeople summarize what has been said earlier before continuing Digressive remarks generally should be dis- posed of tactfully, with finesse, but sometimes distracting digression is best handled bluntly, for example, "Well, that's all very interesting, but to get back to the subject ."
Inducing actions If the presentation has been perfect, the prospect is ready to act—that is, to buy However, buying is not automatic and, as a rule, must be induced Experienced sales personnel rarely try for a close until they are positive that the prospect is fully convinced of the merits of the proposition Thus, it is up to the salesperson to sense when the time is right The trial close, the close on a minor point, and the trick close are used to test the prospect's reactions Some sales personnel never ask for a definite "yes" or "no" for fear of getting a "no," from which they think there is no retreat But it is better to ask for the order straightforwardly Most prospects find it is easier to slide away from hints than from frank requests for an order.
Building satisfaction After the customer has given the order, the sales- person should reassure the customer that the decision was correct The customer should be left with the impression that the salesperson merely helped in deciding Building satisfaction means thanking the customer for the order, and attending to matters such as making certain that the order is filled as written, and following up on promises made The order is the climax of the selling situation, so the possibility of an anticlimax should be avoided-customers sometimes "unsell" themselves and the salesperson should not linger too long.
SPIN Selling by Neil Rackman was developed by observation of 35,000 sales calls It suggests the significance of asking the right questions in the sale process SPIN Selling is an abbreviation of four types of questions (Situation, Problem, Implication, and Need- payoff) It emphasizes that the quality of questions asked by a salesperson are critical to a successful sales presentation The right questions posed by the salespeople could fasten up the selling process, whereas the wrong questions could delay or kill the sales presentation.
Situation Questions Deal with buyer's existing situation and form the starting point of the discussion between the customer and sales person Situation questions (SQs) are least powerful of the four types of questions, and salesperson should eliminate unnecessary SQs by doing their homework about the customer Few examples of SQs are: How many people do you employ at this location? How many customers do you have in your database? How many customers do you call in a day? SQs should not be
Problem Questions These questions deal with the buyer's pain point The salesperson asks questions about problems, difficulties, or dissatisfactions of the customer These questions help to uncover the implied needs of the customers Few examples of problems questions (PQs) are: Which parts of the equipment create errors? What makes this task difficult? What's the biggest problem company's face while managing its most valuable customers? It's important to ask PQs about what one's selling in terms of the problems they solve for your clients.
Implication Questions These questions are used to discuss the impli- cations of a particular problem uncovered with the problem questions Salespersons ask these questions to develop the seriousness of the problem and to increase the customer's motivation to change Few examples of implication questions (IQs) are: What was the potential loss as a result of the slow speed of the system? What happens when patients report side effects of painkillers? IQs are the most powerful of all the SPIN questions, and successful salespeople ask many IQs in their sales calls These questions are difficult and should be prepared in advance with the likely answers.
Need-payoff Questions The questions help to focus the buyer's attention on the solution Need- payoff Questions (NQs) contribute to creating a problem-solving envi- ronment where attention is focused on solutions and actions rather than problems and implications For example: How do you think a safe analgesic medicine will help you? Why is it important to have a big-picture overview of the sales pipeline? Successful salespeople ask NQs to get the buyer to tell the benefits of their products.
II.1.3 DEFINITION OF THE SALE PROCESS
The sales process is a sequence of specific steps that a sales person needs to take to take a person from a potential customer, thus, that is possible to buy your product or service, to a formulated, using customer product and bring revenue to the company.
APPLICATION
7 general steps of the B2B sales process:
The first step in the sales process is prospecting In this stage, you find potential customers and determine whether they have a need for your product or service—and whether they can afford what you offer Evaluating whether the customers need your product or service and can afford it is known as qualifying.
Keep in mind that, in modern sales, it's not enough to find one prospect at a company: There are an average of 6.8 customer stakeholders involved in a typical purchase, so you'll want to practice multi-threading, or connecting with multiple decision-makers on the purchasing side Account maps are an effective way of identifying these buyers.
Here is how to apply 5W1H to the customer portrait of Viet Tien garment company:
- Customers of Viet Tien Garment Company can be individual consumers, both men and women, who need to buy daily or special clothes such as office wear, sportswear, and protective clothing.
- Companies and businesses need to order large quantities for use in events, advertising activities, or uniforms for employees.
- The company's customers have a need to purchase high-quality garments with a variety of designs and styles that can be customized according to their own requirements.
- Customers can shop for the company's products at any time, following the store's working schedule or through online shopping channels, depending on personal preferences and needs.
- Customers can shop at Viet Tien's retail stores across areas and commercial centers, or through the company's agents and distributors.
- They can also shop through the company's official website, or through other e- commerce channels that the company participates in.
- Customers choose to buy Viet Tien products because of high product quality, variety of designs and styles, good after-sales service, and reasonable prices.
- They can also choose the company because of its reputation and brand that has been built over many years of operation in the garment industry.
- Customers can access and purchase the company's products through traditional sales channels such as retail stores, agents, or through online channels such as the company's website and mobile applications
Viettien's target customers: middle-aged men (35 - 50 years old) and young men (23 - 29 years old) account for 60 - 70%; Their relatives such as wives, children, account for 30
Income: For people with stable income or more
Occupation: From businessmen, leaders, managers, to ordinary workers, all can use Viet Tien's products.
Product: Prepare detailed information about clothing products, including designs, materials and prices to share with customers.
Price: Prepare pricing policies and incentives to introduce to potential customers.
Place: Ensure that stores and sales websites operate smoothly and conveniently for customers.
Promotion: Prepare promotional materials and marketing strategies to use in the process of reaching customers.
People: Train employees on communication skills, product knowledge and how to approach potential customers.
Process: Determine the process for reaching customers both offline and online to ensure every opportunity to reach customers is taken advantage of.
Physical evidence: Prepare promotional materials, catalogs and websites for use during outreach.
The next step is preparing for initial contact with a potential customer, researching the market and collecting all relevant information regarding your product or service Develop your sales presentation and tailor it to your potential client’s particular needs Preparation is key to setting you up for success The better you understand your prospect and their needs, the better you can address their objections and set yourself apart from the competition.
Marketing is a potent weapon that can build trust, improve how customers view Viet Tien's products, bring products closer to customers, and provide customers 80 with a better grasp of the items they have to pick from either decide to purchase, employ, or share the product Updating information on customer needs: analysis enables updating and storing information on customer needs for products and services, including what products and services customers need, which businesses' products and services have been and are now used, and how is the status of use (customers product preference for rival products) Also, follow up on the customer's purchase plan projects, foresee which goods and services they will wish to acquire, as well as the cost and timing of the transaction, so Viet Tien may provide competitive customers special incentive programs (Thai Tuan Textile and Garment Company Limited, Thang Loi Textile and Garment Company, ) Provide necessary information about the product that customers want such as:
• Product line suitable for each customer or age
• Price of each product line
Viet Tien, a reputable fashion brand in Vietnam, can effectively apply customer relationship theory to its business operations to enhance customer satisfaction and loyalty Below is an analysis of how Viet Tien can apply customer relationship theory:
Viet Tien can conduct research to better understand customers' needs, preferences and styles Based on this information, they can develop products and services that are suitable and meet customer expectations.
Instead of a general approach, Viet Tien can create personalized approach strategies specific to each customer group Marketing strategies are customized to reflect each specific customer's style and preferences.
Viet Tien can create proactive interaction channels with customers, including through social networking sites, email, online chat, and phone They can also provide support and answer questions quickly and professionally.
Instead of focusing only on attracting new customers, Viet Tien also needs to focus on maintaining and developing relationships with current customers They can run promotions and incentives specifically for loyal customers to increase loyalty.
Viet Tien can use CRM systems and other advanced technologies to manage customer information, track interactions and create effective outreach strategies.
Overall, Viet Tien can apply customer relationship theory to its business by focusing on understanding customers, creating personalized experiences and positive interactions, maintaining and develop relationships, as well as use technology to support these activities This helps Viet Tien create a loyal customer community and bring business success.
Next, make first contact with your client This is called the approach Sometimes this is a face-to-face meeting, sometimes it’s over the phone There are three common approach methods.
Premium approach: Presenting your potential client with a gift at the beginning of your interaction
In the South: own 1 FASHION POLO SHIRT with a bill of 900,000 VND; 1 EXQUISITE MEN'S UNDERWEAR with a bill of 600,000 VND
- In the North: own a QUALITY JACKET with a bill of 900,000 VND; 1 EXQUISITE MEN'S UNDERWEAR with a bill of 600,000 VND
Question approach: Asking a question to get the prospect interested
Have you ever used a somi shirt before? And what brand of shirts do you use?
Are you dissatisfied with anything regarding the shirt experience you wear?
What are your top needs when choosing a shirt?
Have you heard about the benefits of our products?
Product approach: Giving the prospect a sample or a free trial to review and evaluate your service
In the presentation phase, you actively demonstrate how your product or service meets the needs of your potential customer The word presentation implies using PowerPoint and giving a sales spiel, but it doesn’t always have to be that way—you should actively listen to your customer’s needs and then act and respond accordingly.
• Identify the advantages and disadvantages of Viet Tien's products or services Besides, you also need to clearly understand the benefits your product brings to customers.
1 High product quality: Viet Tien's products are manufactured using modern technology and through strict quality control processes, ensuring they meet high standards of quality.
2 Product diversity: Viet Tien provides a wide range of garment products from daily clothing, sportswear, office wear to protective clothing, helping to meet the diverse needs of customers.
3 Product customization: Customers can request production according to their own specifications in terms of style, material, or special design.
4 Flexible delivery time: The company has the ability to organize production flexibly and deliver on time, meeting customers' time requirements.
5 Reasonable price: Viet Tien's products have competitive prices in the market,
1 Price: Viet Tien's shirts may cost more than some other brands on the market, especially special designs or from high- quality fabrics.
2 Maintenance requirements: Some fabrics need to be specially preserved and laundered to maintain their original shape and color, which can create inconvenience for users have plenty of time.
3 Uneven service quality: Due to differences in employee skills and attitudes, there may be uneven service quality between stores or sales channels of the company.
4 Slow response time: In some cases, response time from sales staff can be slow, causing inconvenience or loss of trust from customers.
5 Lack of dedication and product knowledge: Some sales staff may lack ensuring good value for customers.
6 Good after-sales service: The company can provide good after-sales service, including a flexible return policy and thoughtful customer care, helping customers feel secure and satisfied with the purchasing experience your goods. knowledge or dedication in introducing products, causing loss of trust from customers.
6 Difficulty in resolving complaints: In some cases, the customer complaint resolution process may be inflexible or ineffective, causing inconvenience and loss of trust from customers.
7 Lack of flexibility in return and warranty policies: Some terms in return and warranty policies can cause customer dissatisfaction if they are not flexible and unfriendly.
As an example, Viet Tien has advertised its goods online and through many forms of mass media, including TV, magazines, posters, websites, and social media Customers can benefit from timely and general knowledge about the product by being somewhat oriented to it Prestige and brand image are two key elements in the success of Viet Tien, a Leading GARMENT COMPANY in Vietnam
Marketing is a potent weapon that can build trust, improve how customers view Viet Tien's products, bring products closer to customers, and provide customers 80 with a better grasp of the items they have to pick from either decide to purchase, employ, or share the product Updating information on customer needs: analysis enables updating and storing information on customer needs for products and services, including what products and services customers need, which dairy businesses' products and services have been and are now used, and how the status of use (customers' product preference for rival products)
SALES SCENARIO
Seller: Welcome to Three Boutique! Feel free if you need any help or advice You can contact our staff to receive the best possible support!
Customer: Do you still have this model (show picture) Please help me get the model as shown in the picture, white color, size M for men!
Seller: Oh yes Sorry, we temporarily no longer have this type You can see our similar designs in the store In addition, your purchase can also be adjusted when the clothes do not fit you Here is our fabric sample and some sample symbols Well, who do you want to buy this outfit for? And for what occasion? Let me give you more detailed advice.
Customer: I need to buy a shirt to give to my younger brother He just went to work
Seller: Yes, how old is your brother and what company does he work at ?
Customer: I just graduated, working at VNM company in District 1.
Seller: Given your brother's age, he's quite young, I would choose models that are a bit more active I also have a cousin who works at VNM but I don't know which department he is in Who knows, they might be colleagues
Customer: Um, he works in Sales.
Seller: Well, I wonder if you care about the process or the product when choosing a product? Or do you have any priorities when using costumes? For example, technique, fabric, or feeling of comfort and convenience ?
Customer: I just need your brief advice I prioritize comfort and convenience.
Seller: Oh yes Please give me some information so I can choose the right shirt for my brother Does your brother often wear shirts? Is there anything special about his hobbies and the designs he often wears? For example, does he like to wear long or short sleeves? What color?
Customer: Can you help me choose a shirt that's a little looser for comfort? I chose white and long sleeves
Seller: Do you have any special requests? If you are interested in fabric materials, do you need advice on each type of fabric?
Customer: Get me a good, comfortable fabric.
Seller: Do you want a shirt with a pattern or a solid color? Do you want to add special details like a collar, buttons or pockets?
Customer: Let's take the simplest one.
Seller: Do you have any requests about buttons or other small details on the outfit? Because they affect comfort like buttons, they should be placed at a reasonable distance from each other to avoid feeling tight and tight when worn.
Customer: Whatever Just be as comfortable as possible.
Seller: Which side did you usually wear the somi shirt on? What are the current difficulties when you wear a somi shirt?
Customer: I bought it at an acquaintance's store No brand name but good price The shirt is cheap so the quality is not very good Because the store is small, there is not much variety in designs But now I don't know where to buy somi Thanks to my colleague Minh, I introduced him to my shop.
Seller: Yes, Mr Minh is a VIP customer of my shop He also just visited the shop yesterday.
Seller: So do you have problems making yourself uncomfortable when wearing shirts ? Does this problem affect you much?
Customer: Saigon is a bit hot so I'm afraid of wearing a tight shirt and it's too hot My brother has a lot of traveling due to his job, so he also wanted to choose a cool shirt But it's a bit unnatural to entertain guests when it's so hot.
Seller: The nature of your job requires you to regularly meet customers like that How does the feeling of heat and stuffiness when wearing clothes affect you?
Customer: When I go to work, my shirt is soaked in sweat ! Many times he has to meet customers or partners with wet clothes, which not only makes him feel less confident but also makes him uncomfortable when communicating.
Seller: Anh Have you researched whether choosing the type of fabric and style of clothing can help reduce the feeling of heat and stuffiness when wearing it? During the process of shopping for clothes, do you have any difficulty finding designs that help you reduce the feeling of heat and stuffiness when wearing them?
Customer: Usually my shirt is bought or given to me by my wife, so I'm not sure But there are too many shops! I'm a man and don't know how to choose, so I always ask acquaintances to introduce me.
Seller: How does wearing a shirt that causes such discomfort and heat affect your work performance? Are there any activities you wanted to participate in but were turned away because you were afraid of the heat and stuffiness in your clothes? Or do you have health problems when wearing tight, hot clothes?
Customer: A lot, because I have hyperhidrosis, I often feel self-conscious.
Seller: If the above problems are solved, what benefits will it bring you?
Customer: If so, that's great Going to work and meeting your partner is more natural, your work performance is also better and there is less discomfort.
Seller: Yes, with the above description, I think this shirt not only meets your needs but is also very suitable as a gift This is a new shirt in the 'Elegant Modern' collection, made of soft, airy cotton fabric that absorbs sweat well, creating a comfortable feeling when worn.
It is safe for sensitive skin Moderate elasticity brings comfort Regarding size, you can let the technician adjust it to suit your body shape Does such a shirt meet your expectations?
Customer: Previously, I had a few cotton shirts that were cool to wear but wrinkled easily so they took a lot of time to iron
Seller: Yes, I understand In addition, we also have a nano fabric shirt that is very soft, absorbent, cool, has the ability to resist stains, prevent bacteria, and limit unpleasant odors In particular, ironing clothes does not take too much time The fabric has the ability to block sunlight, reduce heat absorption, create coolness and ensure that when sweating, it will dry faster than other fabrics cotton shirt What do you think?
Customer: Um, how much does it cost?
Seller: The price of this shirt is 600,000 VND In addition, the Store is offering a buy 1 get 1 free voucher policy , which means for every purchase over 700,000 VND, you will receive an accessory such as a tie or belt of your choice of color Save 20% on purchasing costs
Customer: I think the price of this shirt is a bit high Before coming here, I visited commercial stores and saw the price was only 200,000 VND/piece.
SALE ORGANIZATION CHART
Theory
III.1.1 Purposes of sales organization
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.
Executive effort expended on sales organization need not, indeed should not, go exclusively to questions of design, that is, of the "formal" organization plan How an organization works is more important than how it is supposed to function Sales management should direct its main organizational efforts toward the "informal" organization 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. a To Permit the Development of Specialists
As a business expands, marketing and selling activities multiply and become increasingly complex It is difficult to fix responsibility for performance of all necessary activities, particularly when executives are reluctant to delegate authority.
1 One purpose of reorganizing the sales department is to facilitate assignment of responsibility and delegation of authority This often requires reshaping the structure so that it is easier for specialists to develop In fact, specialization, or division of labor as economists call it, is the chief means through which the processes of organization and reorganization are effected.
As tasks grow in number and complexity, they are broken down into manageable units and are assigned to specialized personnel This involves fixing responsibility for specific tasks with specific individuals (or, occasionally, with certain groups) The assignments made are called "delegations of authority." This is conducive to the development of specialists. b To Assure that All Necessary Activities Are Performed
As a sales organization grows and specialization increases, it is increasingly important to perform all necessary activities What is "necessary" changes over time When jobs are highly specialized, danger exists that the organizational plan will not provide for supervision of all activities Essential tasks may not be performed, simply because they are not assigned to specific individuals.
When a company is small, for instance, its executives are in close contact with users of the product As a company grows, as marketing channels lengthen, and as the marketing area expands geographically, top executives become farther and farther removed from the customers As soon as executives begin to lose their informal contacts with customers, an individual should be assigned responsibility for maintaining such relationships.
If these contacts are highly important, responsibility for maintaining them should be assigned to an executive specializing in customer relations. c To Achieve Coordination or Balance
Good organization achieves coordination or balance Individuals vary in competence,potential, and effectiveness Particularly forceful executives may prevent a basically sound organization from functioning smoothly Their personalities may be such that through assumption of authority, failure to delegate it, or both, their positions are magnified out of all proportion to their importance Worse yet, total accomplishments of the organization are less than they could have been if, so to speak, greater advantage had been taken of the synergistic effect-when the sum of a combination effort exceeds the efforts of the same individuals working alone By getting people to pull together as a team rather than as an assortment of individuals, the organization accomplishes more collectively than its members could independently wing
Motivating individuals to work together towards common objectives is, then, important in achieving coordination Individual goals are subordinated to, or reconciled with, organizational goals Some of the means for accomplishing this are indoctrination and training programs, group meet-ings, supervision and guidance, and two-way communications Throughout the sales organization, different activities are kept in proper relation to one another in order that the greatest organizational effectiveness is realized. omi As specialists emerge in a growing sales organization, management must guard against a tendency of each to search for ways to justify his or her own existence One form of justification is to devise technical nomenclatures that nonspecialists in other areas have difficulty understanding.
This, in turn, leads to increasing communications difficulties with other specialists and a reduction in overall organizational effectiveness These instances of uncoordinated proliferation suggest that top sales executives should concern themselves continually with orchestration of effort.
Modern organizational theory suggests that sales departments should be divided into small, freely communicating, face-to-face groups to decrease the possibility of uncoordinated proliferation. d To Define Authority
Sales executives should know whether their authority is line, staff, or functional Line authority carries the power to require execution of orders by those lower in the organizational hierarchy Staff authority is the power to suggest to those holding line authority the method for implementation of an order Functional authority enables specialists in particular areas, such as in technical product service, to enforce their directives within a specific and limited field Line executives make decisions on the need, place, and time of action over a wide range of matters Staff executives advise line executives about methods but have no formal power to require or enforce the execution of their recommendations Functional executives are specialists—experts in some aspect of the business—who assist executives holding general line authority For example, such specialists advise on new product introduction They do this by issuing orders, mainly on routine technical problems, directly to lower organizational levels All executives should understand the nature of their authority with respect to each aspect of the operation;otherwise, friction develops When, for instance, staff executives attempt to exercise line authority, they are headed for trouble with the line executives whose authority is usurped. e To Economize on Executive
Time As a sales department’s operations and activities increase in complexity and number, additional subordinates are added This permits higher- ranking sales executives to delegate more authority It also allows for the more effective use of specialization, while higher executives devote less time to operations and more to planning One purpose, then, of organization— and one often overlooked—is achieving economies in the use of executive time Top sales executives need not concern themselves personally with all the sales department’s problems and activities, particularly routine or technical ones, when they have capable and well-trained subordinates However, as sales executives gain subordinates, they must devote more attention, and probably more time, to coordinating their efforts Unless the executive is an effective coordinator, subordinates may not work in harmony or discharge assignments in line with expectations In building the sales organization, then, the need for effective coordination limits the number of subordinates who report directly to certain executives This limit is the “span of control.”
It is not possible to specify the
III.1.2 Setting up a sales organization
Not often is a sales organization built entirely from scratch, as some structure usually exists Most problems of sales organization, in other words, are problems of reorganization the sales organization exists and the goal is to make it more effective It is appropriate, nevertheless, for the sales executive to approach the organizational problem, each time it arises, as though a completely new organization were being built There are five major steps in setting up a sales organization:
3 Grouping activities into "jobs" or "positions”.
5 Providing for coordination and control. a Defining Objectives
The initial step is to define the sales department's objectives Top man-agement, of course, defines the long-run objectives for the company, and from these, the general, or long-run, objectives for the sales department are derived Quantitative personal-selling objectives, in turn, are set with an eye on the qualitative objectives It follows that a third qualitative personal-selling objective is to realize long-term growth in sales and profits.Therefore, three of the sales department's general objectives all traceable to management's desire for survival of the firm- may be summed up in three words: sales, profits, and growth. b Determination of Activities and Their Volume of Performance
Fundamental to a sound organizational design is recognition that activities are being organized Only after determining all necessary activities and estimating their volume of performance is it possible to answer such questions as: What executive positions are required? What should be their relationships to other positions? What should be the duties and responsibilities of persons who fill these positions?
APPLICATION
NATIONAL SALES ORGANIZATIONAL STRUCTURE CHART
SOUTHERN SALES ORGANIZATIONAL STRUCTURE CHART
A sales structure that combines a direct sales organization and a geographic sales organization is called a multichannel sales strategy.
The combined model between "Line Sales Department Organization" and "Geographic Sales Organization" can be applied in specific situations or environments Here are some conditions for using this model:
1 Diverse products or services: When a business offers a diverse range of products or services, from specialized product lines to general products Using a combined model between Line sales department organization and Geographic sales organization helps optimize management and sales for each product line in different geographical areas.
2 Diverse local markets: When a business operates in diverse local markets with many different geographical and cultural factors This model allows sales organizations to optimize sales strategies for each geographic region and meet the specific needs of each market.
3 Multi-dimensional sales strategy: When a business wants to develop a multi- dimensional sales strategy, combining focusing on each specific product line and taking advantage of geographical advantages to optimize sales.
4 Need to serve diverse customers: When there is a need to serve diverse customers across many geographical areas, from large businesses to individual customers.The combined model between Line sales department organization and Geographic sales organization helps ensure that each customer receives service and support tailored to their needs.
5 Resource Optimization: When businesses want to optimize resource usage and focus on the most important sales activities This model helps divide human resources and resources effectively between specialized sales teams and geographic sales teams.
In summary, the combined model between Line sales department organization and Geographic sales organization is often used in businesses with diverse products, operating in diverse local markets and wanting to optimize management and sales. products in many different geographical areas.
A hybrid model between "Line Sales Department Organization" and "Geographic Sales Organization" can combine the benefits of both approaches to create a flexible and effective sales organization model Here are some advantages and disadvantages of this hybrid model:
1 Diversified product supply and distribution: Combining these two models allows businesses to provide and distribute products in a diverse way, from specialized product lines to popular products, while maximizing Optimize access to customers across different geographical areas.
This model allows the sales organization to focus on developing specific sales strategies for each product line, while taking advantage of geographical advantages to optimize sales .
4 Management complexity: Combining these two models can create a more complex management system, especially when it is necessary to coordinate activities between specialized sales teams and specialized sales teams. geographical area.
5 Risk of losing focus: Sometimes, dividing resources and resources into many aspects can cause a loss of focus, leading to poor sales performance.
6 Difficulty in unifying sales strategy: While this model can create flexibility, it also creates
3 Enhance customer interaction and support: By dividing sales staff by product line and geographic region, businesses can provide better customer interaction and support, while capturing unique characteristics local points and needs. challenges in unifying sales strategy and brand messaging across regions and different product lines.
In addition, Viet Tien also applies organizational learning theory to the sales organizational structure Organizational Learning Theory is an important aspect of organizational management and development It focuses on building a learning environment that is flexible and willing to learn from experiences and failures to improve organizational performance Applying this theory to Viet Tien's sales organizational structure can bring significant benefits, including:
Encourage creativity and innovation: Viet Tien can create an environment where every member of the organization is encouraged to contribute opinions, propose new ideas and test innovative sales methods Viet Tien needs to encourage employees to learn from failure experiences and use them as an opportunity to improve and develop.
Enhance knowledge and experience sharing: Viet Tien can create opportunities for employees to share their knowledge and experiences with each other Meetings, training sessions and information exchange forums can be organized to create a space for sharing information and learning from each other.
Build an organizational knowledge base: Viet Tien can build an organizational knowledge database to store and share important information about customers, products, sales strategies and related information other officials This helps ensure that important knowledge is not lost when employees leave the organization or move on to other positions.
Create a learning culture: Viet Tien can build an organizational culture where continuous learning and improvement is considered an important part of daily work This can encourage employees to participate in training activities, self-directed learning and group discussions to develop skills and knowledge.
Use learning tools and techniques: Viet Tien can use tools and techniques such as learning from experience, post-mortem analysis, 360-degree feedback and post-incident investigation to create a process structured and effective learning process.
TARGET AND BUDGET
Theory
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 Simply defined, a sales budget consists of estimates of an operating period's probable dollar and unit sales and the likely selling expenses These two estimates are related to predict 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.
Figure 17.1 shows how sales budgets fit into the personal-selling effort Both the sales volume and selling expense portions of the sales budget have their roots in the personal- selling objectives, which, as you recall, trigger two key decisions on personal-selling strategy: (1) the kind of sales personnel and (2) sales force size. a Purposes of the sales budget
Control is the primary orientation in sales budgeting The completed bud-get, 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 Since it is a master standard against which diverse aspects of performance are measured, the sales budget itself serves as an instrument for controlling sales volume, selling expenses, and net profits.
The budgeting process requires complex sequences of planning decisions.
The sales forecast shows where it is possible for the business to go, and during the budgeting process planners determine ways and means for the business to get from where it is to where it wants to go The sales forecast reveals data on sales potentials, and the budget planners calculate the expenses of converting forecasted sales into actual sales. b Sales budget-form and content
The completed sales budget is a statement of projected sales revenues and selling expenses The so-called "summary" of the sales volume section of the sales budget is both in dollars and product units, so that budgeted figures are readily adjustable for price changes The budget section on planned sales volume is presented in considerable detail.Not only are total unit sales shown but so are unit sales of each product, unit sales by sales territory (and/or region), unit sales by quarters or months, and unit sales by class of account (or type of marketing channel) For instance,
The sales budget is drafted with a view toward obtaining an optimum net profit for the forecast sales volume Note that it is the optimum- not the maximum net profit that is the short-run profit objective Profit maximization is the objective over the long run, but other considerations, including the necessity for providing "business building" customer services, and for scheduling calls on prospective new accounts, make profit optimization the short-run goal In other words, some selling expenses would not be incurred if management did not look beyond the current budgetary period.
A forward-looking management considers these expenditures as investments that return sales and net profit dollars during succeeding budgetary periods Management reasons that certain expenditures made during the period just ahead permit future savings in similar expenditures.
When the total cost of performing a specific activity is analyzed and the cost of performing one measurable unit of the activity is determined, the first step has been taken towards establishing a standard cost The second step is to compare the historical cost of performing one unit of the activity with what the cost should be, assuming standard performance, and considering the effect of changed conditions on costs A standard cost, in marketing as well as in manufacturing, is a predetermined cost for having a standard employee perform under standard conditions one measurable unit of the activity.
Some companies that do not have usable standard distribution cost systems employ other methods for estimating selling expenses Some simply add up selling expenses over a recent period and divide by the number of units of product sold, thus arriving at an average cost per unit sold This figure is then multiplied by the forecast for unit sales volume, to obtain an estimate for the total budgeted selling expenses.
Some adjust the average cost per unit sold for changes in the strength of competition, general business conditions, the inflation rate, and the like. c Budgetary procedure
Company budgetary procedure normally begins in the sales department.
After all, the sales department in nearly all companies is the main department generating inward flows of revenues The nature and amount of the predicted flows of sales revenues impact directly upon the activities of other departments Therefore, once top management receives and gives tentative approval to the sales budget, other departments prepare budgets outlining their plans For instance, the production department takes its cue from the salesbudget in preparing budgets for manufacturing expense and inventory, as well as in planning production schedules Similarly, the financial department uses the sales budget as the starting point in preparing budgets for capital expenditures, earnings and cash position, and administrative expenses It should be noted that the production department is mainly interested in the budgeted unit sales, whereas the financial department is concerned chiefly with planned dollar sales.
Planning Styles and Budgetary Procedures
There are two basic planning styles top-down and bottom-up In top-down planning, top management sets the objectives and drafts the plans for all organizational units Top- down planning goes along with the Theory X philosophy of management whose key assumptions are that people dislike work and responsibility and prefer to be told what to do and when.' By contrast, in bottom-up planning, different organizational units (generally departments) prepare their own tentative objectives and plans and forward them to top management for consideration Bottom-up planning goes along with the Theory Y philosophy of management, whose key assumptions are that people like work and responsibility and commit themselves more strongly to objectives and plans that they have participated in formulating.?
The preparation of the sales budget normally starts at the lowest level in the sales organization and works upward The lowest level in this budgetary process is a profit center Thus, each district sales manager estimates district sales volume and expenses for the coming period and the district's contribution to overhead This budget includes rent,heat, light, secretarial costs, and all other expenses of operating the district office It includes the salaries of the sales personnel and the district manager, and all selling expenses incurred by the district These district budgets are submitted to the divisional or regional office, where they are added together and are included with the divisional budget In turn, divisional budgets are submitted to the sales manager for the particular product or market group At the end of this chain of subordinate budgets, the top-sales executive compiles a
Handling Competition for Available Funds within the Marketing Division
The top sales executive must argue effectively for an equitable share of funds from the marketing division The sales executive, like the advertising manager, marketing research manager, customer service manager, product managers, and other staff executives in the marketing department, submits a budget proposal to the chief marketing executive From these proposals, the chief marketing executive selects those that are of the greatest potential benefit and that the company can afford to implement In discharging this function, the chief marketing executive checks to assure that the plans presented are the result of careful study, that the proposed expenditures will enable the subordinate to carry out the plans, and that the forecasted sales are attainable.
"Selling" the Sales Budget to Top Management
The chief sales and marketing executives recognize that every budget proposal they place in front of the top management competes with proposals submitted by other divisions. Top management receives more proposals than it is financially able to carry out simultaneously In appraising proposals, top management looks not only at intrinsic merits but at the probable value to the whole organization Consequently, it is necessary to sell the sales budget to top management The budget is presented to top management just as a
Using the Budget for Control Purposes
Once approved budgets are redistributed to all organizational units, budgetary control features go into operation Individual items in each budget serve as "quotas" or
"standards" against which management measures per-formance From here on, each level of management compares performance against standards.
For control purposes, each sales manager receives budget progress reports This report may be prepared monthly, but control is more effective if progress reports are weekly In this way, corrective action is initiated before actual performance strays too far from budgeted performance The report shows actual sales and expenses for the week, the month to date, and the year to date; budgeted sales and expenses; and the difference between the two Sales performance figures are broken down further in ways useful to the executives using them, for example, by product, by package size, by sales territory, or by customer o.
Effect of Errors in Budgetary Estimates
APPLICATION
IV.2.1 SALE COST a Sale target
Vietnam's textile industry is also one of the key export industries and plays an important role in the growth of the economy In 2022, despite many difficulties, Vietnam's textile and garment exports will reach the target with 44 billion USD, an increase of 8.8% over the same period last year [4] However, entering 2023, Vietnam's textile and garment industry is facing many challenges due to the impact of the world and domestic economic situation, such as: declining orders, rising interest rates and exchange rate differences. price In the coming time, for the textile and garment industry to develop stably and sustainably, many synchronous solutions are needed.
Looking at the overall export situation of the Textile and Garment industry in recent years, we see that the growth in Vietnam's Textile and Garment industry exports fluctuates according to the general export trend of the country In 2022, the textile industry will be under great pressure Textile and garment exports grow relatively well in the first half of 2022, however, in the last 6 months of 2022, the main markets of Vietnam's textile and garment fall into inflation, purchasing power declines sharply, by the fourth quarter of 2022 , orders have decreased by up to 30%, some businesses have reduced orders by up to 70% in the European market, due to high inflation reducing people's spending, in which garments are the items that have had to cut spending a lot.
In addition, disadvantages in exchange rates with competitors, labor shortages after theCOVID-19 pandemic, requirements to trace the origin of cotton, fabric, yarn, or greening textiles from trade agreements New generation free trade are also challenges thatVietnamese textile and garment enterprises must face In addition, markets that are important trade partners of Vietnam, such as China, Japan, Taiwan (China) will still apply strict measures against COVID-19 in 2022, affecting significant impact on the supply chain of raw materials, auxiliary materials and consumption of textile and garment products in Vietnam.
Despite difficulties, according to the Report of the Vietnam Textile and Garment Group (Vinatex), with complex fluctuations in the world economy, Vinatex still meets its targets on production and business activities, with businesses Consolidated revenue is estimated at 19,535 billion VND, reaching 108% of the plan to increase by 15% over the same period Consolidated profit is estimated at 1,090 billion VND, reaching 115% of the plan, equivalent to 75% in 2021.
In 2022, Vietnam's textile and garment industry will have 10 brands achieving Vietnamese national brands, including: Viettien fashion products (Viet Tien Garment Corporation), Merriman brand (Hoa Textile and Garment Joint Stock Corporation) Tho), Mattana & Novelty brand (Nha Be Garment Corporation), An Phuoc apparel (An Phuoc Garment and Shoe Embroidery Co., Ltd.), May10 Series, May10 Suits & Eternity GrusZ
(10 Garment Corporation), fashion Thai Tuan (Thai Tuan Group Joint Stock Company), Mollis cotton towels (Phong Phu Joint Stock Corporation) The goal from now to 2025, Vietnam will have 20 fashion brands not only domestically but also reaching out to the world.
Current potential of Viet Tien
Specifically, revenue reached 8,462 billion VND, exceeding 30% of the plan, exceeding 40.9% over the same period; Pre-tax profit reached 209 billion VND, exceeding 39.5% of the plan and 108.5% over the same period; Average income reached more than 11.3 million VND/person/month, up 22.6% over the same period; Expected dividend is 25%.
In 2023, it is forecast that the domestic and world economic situation will still be difficult, in that context, it is necessary to stabilize labor, markets, customers, ensure jobs for workers, and maintain production activities Export is the key mission of the Corporation In 2023, Viet Tien aims to achieve revenue of 8,030 billion VND (equal to 95% of the result in 2022); Profit before tax is 200 billion VND (equal to 96% compared to 2022); The average income of workers reaches 11.5 million VND/person/month.
Viet Tien is on the list of the top 50 most valuable brands in Vietnam, trusted by many generations after 43 years of formation and development.
With more than 40 years of development experience, Viet Tien has now risen to affirm its position as one of the leading office fashion brands in Vietnam.
With the goal of expanding the brand and developing a diverse range of products, in the coming time Viet Tien will replicate the new Viettien House store model across 63 provinces and cities nationwide, moving forward with systematic planning , synchronize the entire distribution system of the Corporation by the end of 2018 "This is also a strategic step of Viet Tien to gradually increase domestic consumption market share, dominate the domestic market in the context of competition Competition is increasingly fierce not only with domestic fashion brands but also with foreign "big guys" - Mr Phan Van Kiet said.
Currently, Viet Tien has 20 factories nationwide with more than 31,000 employees. These factories are located in provinces and cities such as:
The North: Hanoi, Nam Dinh, Hung Yen, Thai Binh, Ninh Binh
Central region: Thanh Hoa, Nghe An, Ha Tinh
The South: Ho Chi Minh City, Dong Nai, Tien Giang, Ben Tre, Long An, Vinh Long
In addition, Viet Tien also has 3 factories abroad:
Viet Tien Garment Joint Stock Corporation was established in 1976, operating under the model of Parent Company - Subsidiary Company, with nearly 37,000 employees.
– In the domestic market: Viet Tien currently has over 1,390 stores and agents evenly distributed throughout the provinces and cities nationwide.
Business results of Viet Tien in recent quarters
Viet Tien's revenue in 2022 According to the financial report published by VieT Tien, in 2022 this milk company will record a revenue of nearly 9,000 billion VND.
The group has suggested that the expected interest rate in Viet Tien's sale target is about 15% Applying Viet Tien's previous period's revenue, according to the formula target = 15% * Last period's revenue The group has set a revenue target for Viet Tien, the target is divided into 4 quarters and is described in the following table:
Time The first quarter Second quater Third quarter Fouth quarter
Revenue of the previous period 1.519.010 2.372.996 1.926.210 2.646.502 Sale target of Viet
Following are Viet Tien's specific revenue targets for each quarter in
2023: Revenue forecast for the first quarter of 2023
Product Category The first quarter/2023 The second quarter/2023 The third quarter/2023 The third quarter/2024
IV.2.2 Determine sales activities and programs a Pre-sale activities
Preparing goods for sale to customers is an activity that continues the production and business process in the circulation stage To ensure the circulation of goods is continuous and uninterrupted, businesses must pay attention to warehouse production operations such as: receiving, classifying, labeling products, packaging, and arranging goods goods in warehouse – preservation and synchronization for sale to customers -Receive adequate quantity and quality of goods from warehouse sources (from workshops and production teams of enterprises) according to the correct specifications and types of goods Normally, a business's warehouse is located near the place where the product is manufactured If the goods are placed far away from the place of production (possibly near the place of consumption), it will be a business Enterprises must properly organize the receipt of goods to ensure timely and quick delivery,contributing to the quick release of means of transport, loading and unloading, product safety, and saving on circulation cost. b Sales network development activities
Product consumption is carried out in many different forms (channels), whereby products move from manufacturing enterprisesto the hands of final consumers To operate effectively, it is necessary to choose appropriate product distribution channels based on factors such as product characteristics, transportation, storage, and use conditions Based on the relationship between a business and the final consumer, product consumption can be done through direct or indirect channels Direct consumption channel is a form of business that sells its products directly to the final consumer without going through any intermediaries This form of consumption has the advantage of reducing circulation costs, the time products reach consumers faster, and businesses having direct contact with consumers But it also has disadvantages use But it also has disadvantages: businesses have to contact many customers, have to spend a lot of effort and time on the consumption process, sometimes making the turnover speed of working capital slower Indirect consumption channels are the form in which businesses sell their products to final consumers through intermediaries The greater or lesser participation of intermediaries in the consumption process will make the indirect consumption channel different in length and shortness In this form of consumption, businesses can consume a large volume of goods in the shortest time, thereby recovering capital quickly, saving on storage costs However, this form of consumption makes the circulation time of goods longer, increases consumption costs and makes it difficult for businesses to control intermediaries c Recruiting, training and motivating sales staff
After opening more large distribution agents, Viet Tien will organize staff recruitment: recruit 1 more agent manager, and 2 sales staff.
Organize training for new employees on the process of handling work professionally and effectively for 1 month before putting them to work officially at the new agent.
There is a part of remuneration and commission according to the sales achieved by agents and sales staff. d Activities related to the transportation of goods
At the end of each month, the distribution staff will move goods from the warehouse of the corporation to the warehouse of the distributor, and the warehouse of the supermarket, the quantity depends on the revenue from the previous month and the sales plan for this month The product categories are brought in equal quantities. e Activities related to preservation issues
Distribution staff are responsible for checking product preservation at agents, ensuring stores keep goods in their original condition Timely detect damaged products due to poor storage to exchange for new products and handle damaged products. f Activities related to after-sales service
The staff in charge of the area will call or email the uniform dealers to inquire about the level of satisfaction and ask the dealers for feedback on the product to report to the company on improvements that can be made accordingly suit consumer tastes. g Activities related to financial activities
For distributors, payment will be made after receiving goods from the company You can pay by card or pay directly according to the order invoice.
SALE STAFF RECRUITMENT AND SELECTION
Theory
Preparing the Joh Dictiption a comprehensive job
Preparing a description (ID) 1) will help a company know what s potential employees must have to mort the requirements of the role.Write the description to fit the company culture There is usually no standard format for writing job descriptions, but most job descriptions enstain sections Bat include the following: a) Job identification b) Job summary c) Responsulalities and duties d) Authority of jobbolder e) Standards of performance f) Requirement g) g)Working conditions
V.1.1 Organization for recruitment and selection
The organization for recruiting and selection of sales personnel varies from company to company Company size, executives' personalities, and depart- mental structure all influence the organization used Companies with small sales forces sometimes assign sole responsibility for recruiting and selec- tion of sales personnel to the company personnel manager, but this is unusual It is more common for the personnel department to handle cer- tain, but not all, aspects of recruiting and preliminary screening and for the sales department to handle other aspects of recruiting and screening and to make the hiring decisions.
Placement of responsibility for recruitment and selection of sales per- sonnel in concerns with regional or district sales offices also varies These functions tend to be centralized at the home office when the firm requires high-caliber sales personnel, such as those needed to do technical selling Other factors, for example, size of regional and district organizations and location of training programs, make it difficult to draw further generalizations However, decentralized recruitment and selection result in reduced interview- ing costs and time, and facilitate the hiring of local applicants for sales work.
Because of uncertainties as to when new sales personnel will be needed, many companies have a pre-recruiting reservoir This is a file of individuals who might be recruited when the need arises.
The names of individuals added to the reservoir come from diverse sources like resumes submitted online, list of candidates from earlier selec- sube tion process. Others come from chance remarks made by people with whom the sales executive comes into contact-at professional meetings, in conversations with customers, over cocktails at the club, seat partners on planes, and the like Still others come from
"centers of influence" that have been developed by the sales executive-the center of influence is a person who occupies a position in which he or she meets many individuals who have high potentials as possible sales personnel and who often are seek- ing suitable job opportunities Examples of centers of influence include the university professor of marketing and sales management, the trade association executive, the placement advisor of a university or community college, and vocational advisors in other educational institutions Names in the prerecruiting reservoir should be reviewed periodically Those that become outdated should be culled.
V.1.3 Sources of sales force recruits a Recruiting Source Evaluation
One approach to evaluating the sources of recruits is to study those used in the past. Analysis of each source reveals the number of recruits pro- duced, and the ratio of successes to failures, Each source, in other words, is analyzed quantitatively and qualitatively One source may have provided numerous recruits but few successes; a second, fewer recruits but a high proportion of successes. b Sources within the company
Company sales personnel Many individuals apply for sales jobs because they know company sales personnel, and salespeople's recommendations may constitute an excellent source Often such applicants already know something about company policies, and the fact that they apply indicates a favorable disposition toward the company Salespeople have wide circles of acquaintances, since both on and off the job, they continually meet new people and have many friends with similar interests. Many of their contacts have potential as sales personnel-indeed, many now sell for other firms However, some salespeople are not discriminating in their recommenda- tions, and their recommendations need careful appraisal Salespeople are a particularly valuable source of recommendations when jobs must be filled in remote territories; sales personnel in the same or adjacent areas may know more about unique territorial requirements and local sources of per- sonnel than home office executives.
Company executives Recommendations of the sales manager, and other company executives are an important source Sales executives' personal contacts may yield top- caliber people because of their understanding of the needed qualifications Other executives' recommendations, by contrast, often are based upon personal friendships and represent less objective appraisals Experience is the way to evaluate each executive's worth as a source of recruits,and the type of analysis shown in Figure 10.1 adapts easily for this purpose.
Internal transfers Two additional internal sources are other depart-ments and the non- selling section of the sales department Employees desir- ing transfers are already familiar with company policies, and the personnel department has considerable detailed information about them While lit- tle is known about their aptitude for selling, they often possess excellent product knowledge Aptitude for selling, of course, can be tested formally or by trial assignment to the field Transfers are good prospects for sales positions whenever product knowledge makes up a substantial portion of sales training, since it may be possible to accelerate field assignments. c Sources outside the Company
Direct unsolicited applications All companies receive unsolicited "walk-in" and
"online" applications for sales positions Some sales manag- ers favor immediate hiring of applicants who take the initiative in seeking sales jobs, the reasoning being that this indicates, selling aggressiveness Others reject all direct applications because they believe the proportion of qualified applicants from this source is low The most logical policy is to treat volunteer applications the same as solicited applications- applicants not meeting minimum requirements as set forth in job specifications should be eliminated; those meeting these requirements should be pro- cessed together with other applicants The aim should be to recruit the best qualified applicants regardless of the sources from which they come Direct unsolicited applications do not provide a steady flow of applicants; the volume fluctuates with changing business conditions.
Placement consultants Sales managers traditionally regard placement consultants as unpromising sources Many use consultants only after exhausting other sources Many believe that good salespeople neither need nor will use a consultant's services. Experience, unfortunately, tends to rein- force such attitudes, because frequently consultant referrals fail to meet sales job specifications Sometimes this traces to consultant deficiencies (such as the overzealous desire to receive placement fees), but often the fault is that of prospective employers, who may be using unrealistically high job specifications, may not make the company's requirements clear, and so on. Experiences with individual consultants need reviewing periodically, using the pattern of analysis illustrated in Figure10.1 Whenever a placement con- sultant is used, it should receive a clear statement of the job's objectives and a complete rundown of job specifications The recruiter should meet with a placement consultant to assure that pertinent information is furnished and understood Consultants need time to learn about an employing firm and its unique requirements-considerable gains accrue from continuing rela- tionships with consultants, Consultants often administer batteries of tests, check references, and perform tasks otherwise done by the employer Of interest to sales executives is the growing number of consultants that take the initiative in searching out promising job candidates, employed or not, instead of confining themselves to "volunteer applicants
Salespeople making calls on the company The purchasing director is in contact with sales personnel from other companies and is in a position to evaluate their on-the-job performances The purchasing director meets high-caliber salespeople for whom jobs with the company would be attrac tive both financially and in other respects In well- managed companies, the purchasing director, serving as a "center of influence, contributes names to the pre-recruiting reservoir
Employees of customers Some companies regard their customers as a recruiting source Customers recommend people in their organizations who have reached the maximum potential of their existing jobs Such transfers may have a favorable effect upon morale in the customer's organization A customer's employees should be recruited only with the prior approval of the customer
Sales forces of noncompeting companies Individuals currently employed as salespersons for noncompeting companies are often attractive recruiting prospects. Such people have selling experience, some of it readily transferable, and for those who have worked for companies in related indus- tries, there is the attraction of knowing something about the product line
Application
V.2.1 Recruitment information for 3 positions a Sale Manager
- Position : Sale Manager Chain Store Sales
Sales Manager for Chain Store Sales is responsible for managing and increasing product sales for chain stores through effective nurturing and development of customer relationships This role involves developing and implementing business strategies to meet sales targets, creating pricing and promotion programs, as well as analyzing market trends to identify new growth opportunities To succeed in this role, sales managers must have excellent communication and negotiation skills, as well as a deep understanding of sales techniques and strategies.
Support Line Management to meet sales targets
Report to Line Manager as required
Ensure employees follow the standard Order of Service
Responsibility and ensure to communicate all promotions and correct information to subordinates
Check the open and closed checklists to make sure they comply with stare policies
Ensure all necessary items for operation (Sale & Service)
Responsibility for all items sold to always be in full stock for operation
Report to your Line Manager on hot and slow-selling items.
Provide training to all employees and maintain all work in accordance with mandatory policies and procedures
Develop and maintain all control processes of the department
Coordinate with the Sales & Marketing Department, coordinate with all large nanos, responding to the services and facilities provided
Product planning and upsell planning
Control of goods, tools, procurement and related maintenance activities
Can work for a brewery or distributor and be responsible for developing Bales
Strategies to increase revesus and market shore
Work and build relationshipa with Chain Stores to import goods into the chain
Monitor sales performance and ensure that stores achieve their goals.
* Recruitment conditions: Be a Vietnamese citizen, have a clear background, have no criminal record, no social evils, have good health, be dynamic and enthusiastic, have high responsibility at work
- Gender: Male/Female, age not more than 28 years old, Minimum height 1.60m for men and 1.55m for women.
- Qualification: Graduated from University with good grades or higher in Information Technology, Electronics and Telecommunications, Business Administration, Economics, Marketing
Build relationships with customers, advertise and sell shirts and office wear products at the store
Check goods at other branches or order according to customer requirements.
Thoroughly understand the product and advise and provide customers with necessary information about shirt products
Have excellent communication and negotiation skills as well as a deep understanding of sales techniques and strategies.
Selected candidates will work in a professional, creative, competitive, developing, and dynamic environment with many advancement opportunities
Participate in all types of Insurance according to Vietnam Labor Law; Get paid on time and rewarded based on sales results.
Bonuses on holidays, Tet, 13th month salary, etc.
TIME AND LOCATION OF APPLICATION:
1 Curriculum vitae (Confirmed by local government within 6 months).
2 Handwritten application clearly stating the position applied for;
4 Transcript (or academic result number) copy;
7 Citizen ID card photocopied by the public;
8 Household registration number photocopied by the public; 9 04 4x6 photos (write full name on the back of the photo)
10 Personnel certification (confirmed by the commune/ward police where you reside); Application submission time: From March 2, 2024 (Early application priority is given).
In Tan Binh District: No 7 Le Minh Xuan, Ward 7, Tan Binh District, Ho Chi Minh City.
In District 12: No 446 B Nguyen Van Qua, Dong Hung Thuan Ward, District
In the city Thu Duc: No 219 Le Van Chi, Linh Trung Ward, City Thu Duc, Ho Chi Minh City.
- Email: viettien@viettien.com.vn b Sale SUPERVISOR
A sales supervisor's job is to supervise the sales team and ensure they meet sales goals This position role includes giving instructions, assigning tasks, taking disciplinary measures if necessary, and overseeing sales performance.
Collect and aggregate data to identify opportunities for service improvement Supervise and manage the volume of goods exported/received at chaine
Make sure your work progress in charge is on track.
Perform oversight of the work of sales staff under your management.
Track and report on sales activities to superiors
Statistics and newspaper checks from sales personnel
Responsible for properly dividing targets and plans (output/ sales/coverage display) for each employee
Ensure monthly KPI targets are fulfilled
Ensure the company's products are always available at each store
* Recruitment conditions: Be a Vietnamese citizen, have a clear background, have no criminal record, no social evils, have good health, be dynamic and enthusiastic, have high responsibility at work
- Gender: Male/Female, age not more than 28 years old, Minimum height1.60m for men and 1.55m for women.
- Qualification: Graduated from University with good grades or higher in Information Technology, Electronics and Telecommunications, Business Administration, Economics, Marketing
Build relationships with customers, advertise and sell shirts and office wear products at the store
Check goods at other branches or order according to customer requirements.
Thoroughly understand the product and advise and provide customers with necessary information about shirt products
Have excellent communication and negotiation skills as well as a deep understanding of sales techniques and strategies.
Selected candidates will work in a professional, creative, competitive, developing, and dynamic environment with many advancement opportunities.
Participate in all types of Insurance according to Vietnam Labor Law; Get paid on time and rewarded based on sales results.
Bonuses on holidays, Tet, 13th month salary, etc.
TIME AND LOCATION OF APPLICATION:
1 Curriculum vitae (Confirmed by local government within 6 months).
2 Handwritten application clearly stating the position applied for;
4 Transcript (or academic result number) copy;
7 Citizen ID card photocopied by the public;
8 Household registration number photocopied by the public; 9 04 4x6 photos (write full name on the back of the photo)
10 Personnel certification (confirmed by the commune/ward police where you reside);Application submission time: From March 2, 2024 (Early application priority is given).
In Tan Binh District: No 7 Le Minh Xuan, Ward 7, Tan Binh District, Ho Chi Minh City.
In District 12: No 446 B Nguyen Van Qua, Dong Hung Thuan Ward, District
In the city Thu Duc: No 219 Le Van Chi, Linh Trung Ward, City Thu Duc, Ho Chi Minh City.
- Email: viettien@viettien. c Sale personnel
Sales professionals in this field work to sell beer directly to customers, restaurants or beer retailers The responsibilities of sales representatives involve introducing products to stores and restaurants as well as organizing tasting sessions to introduce products to new customers Salespeople to generate revenue by achieving sales goals through communication, negotiation and building effective relationships with customery In addition, this position must use different sales techniques to persuade customers to buy the product or service and must have a clear understanding of the product being sold It must also maintain accurate records of interactions with customers and be able to regularly report on sales activities and progress toward targets.
Build relationships with customers, advertise and sell shirts and office wear products at the store
Check goods at other branches or order according to customer requirements.
Thoroughly understand the product and advise and provide customers with necessary information about shirt products
Have excellent communication and negotiation skills as well as a deep understanding of sales techniques and strategies.
Track and report on sales activities to management
Be ready to participate in the entire sales training
Manage all shifts for Store operations, schedule all processes and maintain cleanliness at all times
* Recruitment conditions: Be a Vietnamese citizen, have a clear background, have no criminal record, no social evils, have good health, be dynamic and enthusiastic, have high responsibility at work
- Gender: Male/Female, age not more than 28 years old, Minimum height 1.60m for men and 1.55m for women.
- Qualification: Graduated from University with good grades or higher in Information Technology, Electronics and Telecommunications, Business Administration, Economics, Marketing
Build relationships with customers, advertise and sell shirts and office wear products at the store
Check goods at other branches or order according to customer requirements.
Thoroughly understand the product and advise and provide customers with necessary information about shirt products
Have excellent communication and negotiation skills as well as a deep understanding of sales techniques and strategies.
Selected candidates will work in a professional, creative, competitive, developing, and dynamic environment with many advancement opportunities.
Participate in all types of Insurance according to Vietnam Labor Law; Get paid on time and rewarded based on sales results.
Bonuses on holidays, Tet, 13th month salary, etc.
TIME AND LOCATION OF APPLICATION:
1 Curriculum vitae (Confirmed by local government within 6 months).
2 Handwritten application clearly stating the position applied for;
4 Transcript (or academic result number) copy;
7 Citizen ID card photocopied by the public;
8 Household registration number photocopied by the public; 9 04 4x6 photos (write full name on the back of the photo)
10 Personnel certification (confirmed by the commune/ward police where you reside); Application submission time: From March 2, 2024 (Early application priority is given).
In Tan Binh District: No 7 Le Minh Xuan, Ward 7, Tan Binh District, Ho Chi Minh City.
In District 12: No 446 B Nguyen Van Qua, Dong Hung Thuan Ward, District
In the city Thu Duc: No 219 Le Van Chi, Linh Trung Ward, City Thu Duc, Ho Chi Minh City.
- Email: viettien@viettien.com.vn
16.1.1 General sales staff recruitment process
Step 1: Analyze salesforce requirements: This focuses on the specific number of salespeople needed.Depending on the region, Viettien can plan to determine the number of sales staff, for retail points, it is only necessary to recruit a maximum of 3 sales staff.
Step 2: Post jobs and collect candidate profiles: After determining the recruitment needs, the company will post recruitment information on recruitment information channels such as the company's website, recruitment website, Social networks,recruitment websites, or posting at universities and colleges Then, the company will collect candidate profiles via email or through online application form.
Viettien will post recruitment information on the company's recruitment website https://www.viettien.com.vn/vi/trang-chu , or other recruitment sites such as ( indeed.com, vlam.com, jobstreet.vn….) will also post on social networking sites like facebook… In addition, recruitment programs are also organized at major universities across the country After that, the company will collect candidates via email viettien@viettien.com.vn.
Step 3: Screening resumes The company will screen candidates' resumes to remove candidates who do not match the job requirements Criteria for screening resumes may include work experience, education, skills and personal competencies.
For salespeople who do not pay too much attention to their educational qualifications, they only need to graduate from high school, give priority to candidates with previous sales experience, and especially must have good communication skills.
Step 4: Interviewing candidates The company will invite suitable candidates to interview Usually, the interview process will be divided into two stages: face-to-face interview and phone interview With the face-to-face interview process, candidates will be emailed by the company's human resources department to interview at the sales areas, that need to recruit employees or the company's recruitment office Candidates will be evaluated by the interviewing staff based on the criteria of soft skills, professional skills, and communication ability.
Step 5: Check information and carry out work registration procedures After selecting a suitable candidate, the company will check information and carry out work registration procedures such as making a labor contract The labor contract of the company will include the labor term, working regime, obligations and interests of the employee.
Step 6: Training and starting to work: Finally, the sales staff will be trained on Viettien products, in addition to being trained in sales skills and the company's working process before when starting work.
16.1.2 The process of recruiting sales staff of Viettien Dairy Company.
V.2.2 VIETTIEN's sales staff recruitment process
- The process is divided into 9 main steps:
• Easy to learn: Sales is a profession that requires a lot of flexibility Good receptive ability will be the weapon of potential employees Being able to quickly receive comments and learn from them will only make the salesperson better every day.
• Curiosity: One of the ways for sales staff to quickly understand the problem and easily meet customer needs is to diligently ask questions.
• Intelligent: A lively, charming and knowledgeable salesperson will definitely leave a better impression than a slow, unskillful one Customers will always want to get advice and buy from people who make them feel comfortable, and smart employees are always among them.
• Hardworking: Hardworking is a necessary virtue not only in every profession as a salesperson Just working hard may not make a person a good salesperson, but good salespeople are certainly very hardworking and dedicated And that will help them become even more excellent.
• Have achievements: All efforts put in need to be recognized Achievements in sales not only prove the employee's ability but also create more motivation for them to have the will to complete their tasks better.
2 Step 2: Create a set of questions and interview techniques
SALE TRAINING
1.1 *Defining Training Aims
Deciding training content
The content of a sales training program, whether an initial or continuing program, derives from the specific aims that management, after analyzing its training needs, formulates Initial sales training programs are broader in scope and coverage than are continuing programs Initial programs pro- vide instruction covering all important aspects of performance of the sales- person's job; continuing programs concentrate on specific aspects of the job where experienced persons have deficiencies Therefore, the following discussion relates to the content of initial sales training programs.
For an initial sales training program to contribute maximally toward preparing new sales personnel, it must cover all key aspects of the salesper- son's job Content varies from company to company, because of differences in products, markets, company policies, trainees' ability and experience, organizational size, and training philosophies.
No two programs are, or should be, alike However, different companies tend to cover the same general topics despite the fact that variations exist in exact content Every initial sales training program should devote some time to each of four main areas: product knowledge, selling skills, markets, and company information.
FIGURE 11.1 Chart Useful in Assessing Nature of Training
Needs for an Individual Salesperson
NOTE: Column 1 should list every key aspect of the job In columns 2, 3, 4, and 5, check marks indicate the extent of training needed and column 6 indicates who is to conduct the needed training.
Source: Suggested by Dr Clyde E Harris, Jr., Marketing Department, University of Georgia.
Product-knowledge training is basic to any initial sales training program Companies with technical products devote majority of their training programs to product training. But in many situations, especially with standardized products sold routinely, new sales personnel require only minimal prod- uct training In all cases, new salespeople must know enough about the products, their uses, and applications to serve customers' information needs Product knowledge is basic to a salesperson's self confidence and enthusi astic job performance.
Understanding product uses and applications is important Trainees receive instruction on customers' problems and requirements and learn how company products can solve these problems and meet these requirements Training provides them with full appreciation for buyer's viewpoints New salespersons learn how to relate company products to the fulfillment of customers' needs, thus equipping themselves for effective selling.
Many companies, especially those with technical products, include a period of initial sales training at the production facility Trainees observe and study the products during manufacturing and testing They talk with or even work alongside production personnel The benefits are thorough product knowledge and increased confidence in demonstrating products to customers Inordinate time, however, should not be devoted to technical production detail-such detail is important only in so far as it helps in actual selling.
Some training on competitors' products is desirable Salespeople should know the important characteristics of competitors' products and their uses and applications They should know the strengths and weak- nesses of competitive products Thus, informed, salespersons gain a decided advantage They can structure sales presentations to emphasize superior features of the company's products Training on competitors' products must be continuous, the focus shifting as changes are made in both competitive and company products.
Most new sales personnel need training in selling skills Some sales manag- ers believe, however, that careful selection of sales personnel and product training are sufficient to ensure effective selling They believe, in other words, that if an individual has an attractive personality, good appearance and voice, and reasonable intelligence and knows the product, he or she will sell it easily But the predominant view is that new sales personnel need basic training for selling Training on selling skills is very important in the current hypercompetitive context as highly skilled sales people can make the difference between an average sales call and an outstanding sales call that garners better profits and good customer relationships.
The new salesperson must know who the customers are, their locations, the particular products in which they are interested, their buying habits and motives, and their financial condition In other words, the salesperson needs to know not only who buys what but, more important, why and how they buy When trainees are not given adequate instruction on the market, they take years to acquire the needed understanding During this trial-and-error learning, through no fault of their own, productivity is low In fact, left to their own devices, some trainees never gain important mar- ket information For instance, a salesperson who is unaware of prospects potentials as buyers may neglect completely to canvass them Markets are always changing, so training in this area should be continuous and the con- tent changing with market changes.
Certain items of company information are essential to the salesperson on the job;others, not absolutely essential, contribute to overall effectiveness The training program should include coverage of all sales-related market- ing policies and the reasoning behind them The sales person must know company pricing policy, for instance, to answer customers' questions The salesperson needs to be fully informed on other policies, such as those relating to product services, spare parts and repairs,credit extension, and customer relations.
Selecting training methods
The planners next select training methods There is a wide variety of meth- ods, but the program content often limits those that are appropriate It is important to select those training methods that most effectively convey the desired content.
This ancient instructional method is used extensively in sales training Effective training managers use examples, demonstrations, and visual aids Compared with other training methods, the lecture is economical in terms of time required to cover a given topic Some lecturing in sales training is necessary If initial sales training is brief, for instance, lecturing may be the only way to cover the desired content It may be the only practical way to handle instruction when the training group is too large to permit con- structive audience participation Given longer training periods and smaller training groups, however, lecturing is most appropriate for introductory and orientation sessions and for providing summaries of major topics taught through methods such as case discussion and role playing It is used, in continuing sales training programs for providing new information about the company, its policies, products, markets, and selling programs When using the lecture method, learning is improved through a mul- timedia approach The room is equipped with two to six projectors and screens, and the entire lecture is projected visually on succeeding screens across the front of the room Further support is provided by projecting illustrations, charts, and graphs and through sound effects This version of the lecture increases attention, comprehension, and retention.
The demonstration is appropriate for conveying information on such top- ics as new products and selling techniques Demonstrating how a new product works and its uses is effective, much more so than lecturing on the same material In initial sales training, demonstrating techniques to use in "closing sales" is more effective than is lecturing. Effective sales trainers use demonstrations to the maximum extent-since the begin ning of time, showing has been more effective than telling! Demonstra tions are generally used with other methods they enliven an otherwise dull lecture, and they reinforce the interchange in a curbstone confer- ence on, for instance, how to inform the next customer of an impending price increase.
This method has trainees acting out parts in contrived problem situations The role- playing session begins with the trainer describing the situa- tion and the different personalities involved The trainer provides needed props, then designates trainees to play the salesperson, prospect, and other characters Each plays his or her assigned role, and afterward, they, together with other group members and the trainer, appraise each player's effectiveness and suggest how the performance of each might have been improved.
In another version of role playing a training group is given informa- tion on, for example, a buyer's objection to a particular product and then is asked to extemporize a solution Called a "sweat session," this provides individual trainees a chance to apply what they have learned Post mortem critiques afford opportunities to reinforce what has been learned through participating in, or viewing, the role playing.
Role playing presents few problems, but there are some Those play- ing roles must become actively and emotionally identified with the charac- ters they portray; audience interest must be maintained throughout, even though spontaneous reactions are suppressed Achieving these conditions is not easy It is even more difficult when role players "ham it up" or when there is laughter or other involuntary audience reaction Nonparticipants comments should be saved for later, until role playing is completed, or during "cuts" called by the trainer Note taking as the play unfolds distracts some players This tendency, however, is overcome with repeated use of the method These problems can be minimized by briefing trainees on what is and is not permissible, the group is limited to no more than ten or twelve, the trainer exercises discipline and control throughout, and role-playing assignments are realistic.
More than offsetting the problems are the many benefits of this train- ing method It provides realistic practice in applying what has been learned in other training or by experience It is flexible and adapts to extreme diversity in role-playing situations. Role playing lends itself to training new personnel, experienced salespeople, or even mixed groups Other benefits include the following:
1 Trainees learn to accept criticism from others, and the group soon recognizes that sound suggestions benefit everyone.
2 When a trainee criticizes another's performance, that individual has an incentive not to perform similarly later.
3.Role players practice introspection through participating in the appraisal of their own performances Videotaping makes self- criticism even more beneficial and objective.
4 The free-wheeling nature of role playing is conducive to generating new ideas and approaches Defects inherent in stereotyped solu- tions become apparent.
5 In role-playing sessions for mixed groups, junior people have a chance to learn valuable tricks, and experienced personnel are kept alert as a matter of personal pride.
6 Role players gain acting experience, which may help later in han- dling difficult selling situations.
This method, originated by business educators as a partial substitute for learning by experience, is widely used in sales training Write-ups of selling and other problems encountered on the job provide the bases for group discussion Sometimes, the cases,particularly when they are long and com- plex, are assigned in advance-if this is the situation, then it is imperative that participants come prepared to the session-otherwise,valuable time is wasted in rehashing the situation In most sales training situations,however, the cases used are short (one or two pages at most) and trainees are given ten or fifteen minutes to read them before group discussion starts Each case either describes a real selling problem or is developed around a situation sufficiently real to stimulate emotional involvement by the trainees.
Trainees discussing a case should identify the issue(s), organize the relevant facts, devise specific alternatives, and choose the one most appropriate Most trainers believe that securing a thorough grasp of the problem situation is more essential to learning than the rapid production of solutions To derive maximum benefit from case discussion, each session should conclude with the drawing of generalizations on lessons learned.
This method, sometimes called a sales seminar or buzz session, begins with the trainer, group leader, or some member of the sales force making a brief oral presentation on an everyday problem General give-and-take discussion follows Group members gain an understanding of many prob lems that otherwise is acquired only through long personal experience Many complexities and implications that might go undetected by individ uals are revealed to all, and trainees learn a valuable lesson: fixed selling rules and principles are often less important than are analysis and handling of specific situations Impromptu group discussion improves the salesper- son's ability to handle problems.
Impromptu discussion differs from lecturing The discussion leader assumes a less dominant role than the lecturer, trainees are active rather than passive participants, learning receives more emphasis than teaching, and the atmosphere is informal and relaxed These are important advan- tages, and impromptu discussions are being increasingly used, chiefly in training programs for experienced sales personnel.
For maximum benefit from the impromptu discussion, certain condi- tions must be met An effective leader or moderator is essential otherwise, discussion drifts into extraneous subjects or becomes sterile The discus- sion leader must command the trainees' respect, be skilled in dealing with people, and be well informed The room arrangement is important-it helps in generating discussion, for instance, if all trainees can see each other It is important, too, that someone draws conclusions at the close of the discussion.
Impromptu discussion requires considerable time Most companies schedule sessions for at least a half-day or, more commonly, for a full day If their aim is to maximize trainee learning of specific points in depth, the impromptu discussion-properly handled-is an effective training method.
This method, also known as simulation, somewhat resembles role play- ing, uses highly structured contrived situations, based on reality, in which players assume decision-making roles through successive rounds of play A unique feature is that players receive information feedback In one game, for example, trainees play the roles of decision makers in customers' orga- nizations, using data ordinarily available to make decisions on the timing and size of orders, managing sales forces and advertising efforts, and so on The results of these decisions then are calculated by referees (using computers) and are fed back for the players to use in the next round of decisions.
Preparation of a game requires research to dig out the needed facts, the incorporation of these into a game model, development of detailed instructions for players and referees, and the writing of a computer pro- gram Expertness and substantial investments in time and money, then, are required, but partially offsetting this is that, once prepared, a game may be used in many training programs.
Executing the training program
Effective program execution depends upon instructional skills as well as coordination of planning and housekeeping details Program administra- tion involves doing what can be done to produce a training atmosphere conducive to learning The execution step requires four key organizational decisions: (1) Who will be the trainees? (2) Who will do the training? (3) When will the training take place? (4) Where will the training site be?
Who Will Be the Trainees?
Identifying trainees is more complex for continuing than for initial sales training programs A company identifies the trainees for its initial sales training program when it firms up sales job descriptions and hires sales job applicants While continuing sales training programs are prescribed for all personnel in some companies, the general practice is to select trainees according to some criterion, Four criteria are in common use: (1) reward for good performance, (2) punishment for poor performance, (3) convenience (of trainee and trainer), and (4) seniority (the greater the seniority, the greater the opportunity for added training) Those selected for continuing training should be aware of the criterion used.
Who Will Conduct the Training?
Initial sales training in most of the companies is managed by the train- ing department of an organization with support from the marketing and sales teams Responsibility for continuing sales training resides with the senior executives and the training department Introduction of new prod- ucts, adoption of revised sales policies, perfection of improved selling tech- niques, and similar developments call for training. The senior executive is in the best position to recognize the need and design and execute appro- priate sales training programs Sales training is a never-ending process, and, regardless of who is responsible for training, the senior executive has continuing responsibility.
Sales training staff Top executives usually delegate sales training performance to subordinates Large sales organizations often have a sales training department The training department conducts the training by involving marketing and sales managers for different aspects of the training Companies also take the help of experts to train their employees for specialized skills.
Training the sales trainers No training program, however carefully designed, is more effective than the people conducting it Consequently, many companies have a training program for sales trainers The starting point is to identify the subjects that trainers should know thoroughly: the company and its policies, the products, the customers, and their problems, the salesperson's job, and sales techniques Not only should sales trainers have expert and specialized knowledge, they must be effective teachers. Throughout their period of preparation, the theory and mechanics of teach- ing (and learning) are stressed Trainers are required to master these, learn how to apply them effectively, preferably through doing practice training themselves They also learn to plan and organize teaching materials for clear and effective presentation.
Outside experts Many companies hire outside experts to conduct por tions of sales training programs, generally those relating to sales techniques Numerous outside training consultants present sessions on sales techniques (for instance, Neuro-linguistic programming selling techniques) and, through broad and long experience, achieve high effectiveness Other outside experts, including university professors and similar
"moonlighters, also offer this instructional service.
When will the Training take place?
Timing group versus individual training Opinion is divided as to the proper timing of group and individual training Most sales executives con tend that newly recruited trainees should receive formal group training before starting to sell When there are large numbers of new personnel, group training is the way to train at the lowest cost per person In planning the curriculum and the sales school, however, management determines the content that should be taught in the field-group training is more effective when supplemented by individualized field training To minimize overlap, and to maximize training results, there must be an integration of what is taught by group methods in sales schools: product knowledge, company information, market information, and the theoretical and practical funda- mentals of selling Practical training in sales technique is best handled individually, in the field Individualized training is conducted in the field office On-the-job training features personal conferences (of the trainer and trainee) and demonstrations (as the trainer explains
"this is how to do it").
Timing initial-sales training programs Timing of initial-sales train- ing depends upon the number of new personnel trained each year, and this, in turn, depends upon the size of the sales force, sales personnel turn- over, and management's plans for changing sales force size With a large number of new personnel, comprehensive highly structured programs are scheduled several times a year, dates being set after consideration of recruiting quotas and deadlines There is an optimum number of trainees who are effectively trained in an initial-sales training program It depends upon training aims, content, methods, and the amount and availability of training talent.
Timing continuing-sales training programs Effective sales manage- ment believes that training and learning must be continuous-new infor- mation must be assimilated and older concepts modified in the light of new developments New products, new refinements of selling techniques, new product applications and uses, new customer problems, new selling aids, new selling suggestions-all these and other developments require that each salesperson's training continue as long as he or she is on the job In some situations, sales personnel are kept abreast of new developments informally, perhaps through field distribution of information bulletins But when new developments accumulate, are unusually important, or imply a need for substantial changes in salespersons' attitudes and behavior pat terns, a formal retraining program is scheduled Many companies inte grate retraining programs into a series of sales meetings or a single sales convention Continuing-sales training programs are designed and "sold" as a means of helping salespeople do their jobs more effectively If it is demonstrated that training results in more takehome pay and increased job satisfaction, salespeople are motivated When salespeople see that these benefits are obtainable through the continuing sales training program, its chances of successful execution are enhanced.
Right execution of the sales training program is critical for its success Here, right timing of the training program impacts the implementation success Training program for new hires is usually planned before the start of a new financial year so that the sales persons are working in the field at the time of new fiscal year.
Where will the Training site be?
Some companies hold initial sales training programs at the central offices; others conduct separate programs at branch offices Each practice has advantages and disadvantages The centralized program generally provides better product training, but higher costs are incurred in bringing trainees to the central point In many companies the small number of trainees does not justify decentralized initial training, and central location is a necessity Numerous large companies, by contrast, have the option of decentralized initial training They can train new salespeople near their future territories and acquaint them early with field selling problems Except in a company with a vast pool of administrative and training skills, initial sales-training programs should be at central locations Retraining programs for seasoned sales personnel also are held either at centralized or decentralized points These programs are often short, so the decision may hinge upon where the needed instructional talent is and whether it is more economical to transport and house the trainers or the trainees If retraining programs coincide with sales conventions, they are held nationally (at convention headquarters), or regionally, on a decentralized basis
Companies usually select a location that is centralized for most of the sales representatives This help to reduce the travel time and travel costs Travel time is critical as sales person will be away from the field and this is a nonselling and unproductive activity Companies also consider the availability of lodging facilities at a reasonable price depending upon the budget of the training program.
Instructional Materials and Training Aids
Critical to successful execution of sales training programs are the instruc tional materials and training aids These vary not only for different compa nies but for programs with different aims, contents, and methods, Pertinent features and uses of the main types of instructional materials and training aids are discussed in the following sections.
Manuals Often known as workbooks, manuals are used in most group-type sales training programs The best manuals contain out lines or summaries of the main presentations, related reading mate rials, statements of learning objectives for each session, orienting questions or thought provokers, cases and problems, plus directions for sessions involving role playing or gaming Many include concise statements of selling, pricing, training of sales personnel, and other policies as well as details on company mpany systems and procedures Some contain information on the products and their applications Discretion should be observed in selecting items for inclusion It is easy to clutter up a manual with information of little value Manuals often are designed with a dual purpose: to serve as study guides during training and as references later Many are in looseleaf form to facilitate additions and changes.
Other printed materials These include company bulletins, sales and product handbooks, information bulletins, standard texts, tech- nical and trade books, and industry and general business magazines and journals Company publications are used chiefly to furnish field sales personnel with up-to-date and needed information Keeping field sales personnel informed is also the reason many companies provide subscriptions to industry and general business magazines Text, technical, and trade books supplement workbook materials, although trainees rarely read them thoroughly during formal training The usual expectation is that the books will serve later as references.
Evaluation of the training programs
The evaluation step focuses upon measuring program effectiveness A sales training program represents investments of time, money, and effort-sales management expects returns commensurate with the investment However, measuring sales training effectiveness is not easy, but it is possible to gauge, somewhat roughly, program effectiveness The starting point is to com- pare the program's aims with the results, but the core of the measurement difficulty is in determining training results Results, such as improved selling performance, for instance, may not show up until months later Management approaches the measuring problem by making certain comparisons, such as the length of time new sales personnel (who have completed initial sales. training) taken to attain the productivity level of the experienced salesperson, the performance against standards of trained and untrained sales personnel, and the respective training histories of the best and worst performers Some companies plot each salesperson's sales records on a before-and-after train- ing basis, generally converting them to market share percentages.
However, any evaluation of training effectiveness based on sales records is an approximation Territorial sales volumes are influenced not only by personal selling but by advertising, competitors' activities, eco- nomic fluctuations, and similar factors.
No known analytical technique exists for precise isolation of the influence of these factors.
Other approaches to measuring program effectiveness are in use Some companies use written tests (on a before-and-after training basis) to determine how much trainees have learned This is appropriate for measuring improvements in amount and depth of product knowledge, for instance, but reveals little about the trainee's ability to apply this in the field Other firms send observers to work with sales personnel who have completed training programs and to report the extent to which trainees are applying what was taught in programs Still other companies solicit customers for their reactions to a salesperson's performance after training None of these approaches produces precise evaluative data They provide indications as to whether results are positive or not
Management measures the effectiveness of training programs while they are in progress and upon completion The purpose is to obtain insight for improving the effectiveness of future programs Tests and examinations measure trainee retention of materials presented, most appropriately when trainees are to memorize certain information, as product specifications and applications There is little value in using tests and examinations for evalu-ating training in sales techniques; performance in role-playing assignments is a better approach Trainers in some companies rate each trainee's per-formance in role plays, demonstrations, and other discussions. Necessarily, these are subjective ratings, but they provide learning incentives. Similarly, the practice of requiring trainees to rate each trainer's performance, either in each session or in the total program, is spreading This may stimulate trainers to improve their effectiveness Many sales executives, however, argue that trainees are in no position to judge the trainers' effectiveness until they gain additional field experience Many companies also ask train-ees to evaluate training programs after they return to their territories.
- Training program for Sale Sale Manager:
1 Assess training needs: Begin by assessing the current skills, knowledge, and competencies of your sales management team Identify any gaps or areas for improvement that need to be addressed through training.
2 Define objectives: Clearly define the objectives and goals of the training program Determine what specific skills and knowledge you want your sales managers to acquire or enhance.
3 Develop a training curriculum: Create a comprehensive training curriculum that covers the key areas of sales management This can include topics such as leadership, team management, sales strategies, performance management, coaching, and communication skills.
4 Leadership and management skills: Provide training on leadership and management principles This can include sessions on setting goals, developing a sales strategy, motivating and inspiring teams, and effective decision-making.
5 Sales strategies and processes: Train your sales managers on different sales strategies, techniques, and processes This can include sessions on prospecting, lead generation, pipeline management, sales forecasting, and closing deals.
6 Performance management: Teach your sales managers how to effectively manage and evaluate the performance of their sales teams This can include training on setting performance metrics, conducting performance reviews, providing feedback, and implementing performance improvement plans.
7 Coaching and mentoring: Sales managers should be equipped with coaching and mentoring skills to help their team members improve their sales performance Provide training on effective coaching techniques, providing constructive feedback, and identifying and developing individual strengths.
8 Communication and interpersonal skills: Effective communication is vital for sales managers Train them on effective communication techniques, active listening, conflict resolution, and building strong relationships with both team members and clients.
9 Technology and tools: If your sales team utilizes specific sales tools or technology platforms, provide training on how to effectively use them This can include CRM systems, sales analytics tools, and other software relevant to your sales processes.
10 Role-playing and simulations: Incorporate practical exercises such as role- playing and simulations into the training program This allows sales managers to practice their skills in a safe environment and receive feedback and guidance from trainers or peers.
11 Ongoing development: Sales management training should be an ongoing process Encourage continuous learning and development by providing opportunities for further education, attending industry conferences, participating in webinars, and reading relevant books or articles.
12 Evaluation and feedback: Regularly evaluate the effectiveness of the training program and gather feedback from participants Use this feedback to make improvements and adjustments as needed.
13 Mentorship and shadowing: Pair new or less-experienced sales managers with experienced mentors who can provide guidance and support Encourage shadowing opportunities where new managers can observe and learn from successful sales managers in action.
14 Recognition and rewards: Acknowledge and reward sales managers who demonstrate exceptional leadership skills and achieve outstanding results This can motivate them to continue growing and improving in their roles.
- Training program for Sale Supervisor:
1 Assess training needs: Begin by assessing the current skills, knowledge, and competencies of your sales supervisors Identify any gaps or areas for improvement that need to be addressed through training.
Application
a Forms of training for employees
• Forms of training VIETTIEN's sales staff
• 1 Classroom training: direct training in the classroom with instructors and students involved.
• 2 E-learning: Online training through online learning platforms can be self- study or a combination of online and offline activities.
• 3 On-the-job training: Training during work, trainees are guided and practiced right at the workplace.
• 4 Simulation training: training through simulation scenarios of real-life situations for students to practice skills and solve problems.
• 5 Mentoring and coaching: Training through the guidance, advice and support of experienced people in the field of training.
• 6 Blended learning: Combining many different forms of training to increase theefficiency and effectiveness of the learning process.
• 7 Participate in seminars: Let employees listen to the experiences of those who have gone before and have a lot of experience in the sales field.
• 8 Hire training experts: Hire famous experts in the field of sales such as Nguyen Thanh Minh, Nguyen Van Trung, Vo Van Dang, Nguyen Bao Quoc,
• 9 Organize internal discussions so that employees can better understand the business as well as other departments Attendees will listen and exchange experiences, solving their own problems while working together Internal discussions are a good way to increase emotions between employees, helping teamwork operate much more effectively and improving work quality.
• 10 Setting up a standard database is a method that needs to be considered. Setting up a system for exchanging data and controlling sales activities with clear processes will help the business operate many times more effectively.
Sales staff training process of VIETTIEN
- The process is divided into 6 main steps:
Step 1 – Find out training needs
Before building a sales staff training process, it is necessary to evaluate the current status of the sales staff This may include such as:
• Product knowledge, understanding of the company.
• Understanding of current sales process.
This assessment can be done through interviews, surveys or performance reviews.
After assessing the current situation, it is necessary to determine the training needs of sales staff This requires identifying the skills, knowledge or behaviors that employees need to improve to become more effective and professional salespeople Personnel training needs, which may relate to aspects such as communication skills, negotiation skills, product knowledge, sales processes, and the ability to handle difficult situations. *It is necessary to determine what the needs are before training sales staff
• Based on the identified training needs, it is necessary to clearly define the goals that the training program aims to achieve For example, the goal may be to provide sales staff with product and service knowledge, develop communication and negotiation skills, or improve the ability to handle customer complaints.
• To evaluate the effectiveness of the training process, company also need to establish evaluation criteria by which salespeople will be evaluated based on the set training objectives Evaluation criteria may include measuring progress in sales skills, evaluating the effectiveness of customer meetings, or measuring customer satisfaction after training.
*The sales staff training process needs to have clear goals and criteria
• Based on needs and goals, businesses will begin to design a sales staff training process In this process, it is necessary to determine the specific content that the training program will convey to sales staff Content may include product and service knowledge, sales skills, sales processes, complaint handling and problem resolution, as well as communication and negotiation skills.
• Based on the training content, managers also need to divide the training program into different stages and topics This is to help employees acquire knowledge and skills more systematically and easily.
Step 4 – Implement the training process
• Before implementing the sales staff training process, it is necessary to prepare necessary tools and equipment such as classrooms, projectors, computers, learning materials, and other support tools Ensure that all physical and technological elements are in place to ensure the best learning environment for employees.
• If the training program is delivered by teachers or coaches, it is necessary to ensure that they are trained and equipped with sufficient knowledge and skills to communicate information effectively In addition, businesses also need to develop a detailed schedule for the training program, including time, location, and specific training activities.
*It is necessary to build a detailed schedule when implementing sales staff training
Step 5 – Evaluate and monitor training effectiveness
After the sales staff training process is implemented, businesses need to:
Evaluate employee progress after training to determine the program's success.
Collect feedback from sales staff on the quality of the training program, its usefulness, and how it applies to the job.
Collect feedback from customers on sales staff performance after receiving training.
Based on the evaluation results and feedback, the training program should be adjusted if necessary.
Step 6 – Ensure a sustainable sales staff training process
To ensure the training process is sustainable and develops over time, businesses should pay attention to the following issues:
• Develop a long-term training plan to ensure that sales staff continue to develop and improve their skills throughout their working life.
• Monitor trends and changes in the sales field to continuously update and improve training programs.
• Ensure that there are development and advancement opportunities for sales staff.
Training program for Sales Staff position
Product knowledge: Sales staff need to have a good understanding of Viettien's products, including ingredients, uses, usage and benefits of products to customers.
Sales skills: Salespeople need to be trained in sales skills, including skills such as communication, persuasion, question-answering, negotiation, and customer management.
Problem-solving skills: Salespeople need to be trained in problem-solving skills to be able to solve customer problems and come up with appropriate solutions.
Knowledge of the market: Salespeople need to have a good understanding of the market, competition and consumer trends to be able to devise sales strategies suitable for each customer.
Time management skills: Salespeople need to be trained in time management skills to be able to optimize working time and achieve the highest efficiency.
Business process: Sales staff need to be trained in Viettien's business process so that they can understand the sales process, goods delivery process and payment process.
Knowledge of legal regulations: Sales staff need to be trained in business- related legal regulations to be able to ensure compliance with these regulations during the sales process.
Training program for Sales Manager position
Product knowledge: Sales managers need to have a good understanding of Viettien's products, from ingredients, and uses, to how to use and preserve products This will help the sales manager to be able to answer any customer inquiries and advise them professionally.
Sales skills: Sales managers need to have good sales skills, from communication to the ability to convince customers to buy products Training programs can focus on how to approach customers, build relationships, identify customer needs, and recommend suitable products.
Sales management training: Sales management training can include topics such as sales forecasting, sales process management, sales coaching, and performance management This training helps sales managers develop and execute effective sales strategies, manage and motivate their teams, and track and analyze sales performance.
Customer Relationship Management Training: Sales managers should also be trained in how to build and maintain positive relationships with customers They should learn how to identify customer needs and provide solutions that meet those needs, as well as how to handle customer complaints and resolve conflicts.
Communication and Negotiation Training: Sales managers need good communication and negotiation skills to communicate effectively with the team, customers, and other departments within the company Training in these areas can help sales managers improve their ability to persuade and influence others, as well as their ability to resolve conflicts.
Leadership Training: Sales managers should also receive leadership training to lead and manage their teams effectively This training can cover topics such as team building, motivation, and performance management.
Sales Team Management: Sales managers need to be able to manage their own sales team A training program can guide sales managers on how to build an effective sales team, from recruiting, training, assigning work, performance evaluation, and improvement.
MOTIVATING SALES PERSONNEL
THEORY
Behavioral scientists agree that motivation is goal-directed behavior aimed at achieving certain results, thus providing rewards consistent with goals Most salespeople need motivation to achieve and maintain their job performance
Motivation is the level of effort a salesperson expect to put into a sales job, such as phoning prospects, planning sales presentations and making reports, etc
VII.1.2 Motivational “Help” from Management
Most sales personnel require motivational “help” from management to achieve and maintain performance They ask for motivation as individuals and as team members
As individuals, sales personnel are the target of a supervisor’s personal motivational efforts As members of the sales force, sales personnel are the target of sales management efforts to direct them into an effective sales team Four aspects of human work Salesperson affects execution quality.
6.2.1 Inherent Nature of the Sales Job
Each work Selling leads to alternating feelings of excitement and depression For example, during a work day, a salesperson will meet someone who is pleasant, polite, or some who are rude, which is difficult to deal with Moreover, working away from home makes them feel like they are missing out on many interesting parts of family life, this makes employees feel depressed, which in turn leads to low sales performance This is the reason why motivation should be added to the sale.
Salesperson’s Boundary Position and Role Conflicts
Core Sales People occupy a “boundary position” in the company and must strive to meet everyone’s expectations of people in the company and in the client organization. There is a link between four groups: (1) sales managers, (2) company organizations that conduct sales, (3) customer, and (4) employees, salesmen Each group sets expectations on the salesperson, such as :
Conflict of identification arising from membership in more than one group
Advocacy conflict: arises when the salesperson identifies with the customer and defends the customer’s position on goods to other groups in the public organization company
Conflict is inherent in the salesperson’s dual role as an advocate for both customer and the company, employee’s profit salesman as an entrepreneur As an entrepreneur who is paid directly or indirectly on the basis of sales volume, employees Salespeople are integrated in selling as much as possible in a bargain shortest time Core Salespeople need to keep in mind the customer’s point of view in order to develop a relationship mandarin long-term sales system
Some salespeople naturally become apathetic People year after year, working in the same place and virtually the same customers,lose interest and enthusiasm Because they know their customers so well, they believe that good sales skills are no longer needed Their approach to customers is often : “Do you need anything today?” and most customers don’t sell themselves on new products and apps The customer’s answer, usually no Then a competitive salesperson called into the same account, used effective sales techniques, and received the order Therefore, many salespeople need extra innovation to maintain a constant enthusiasm in order to generate new excitement in their work.
Maintaining a Feeling of Group Identity
Salespeople who work alone find it difficult to develop and maintain the ability to work as a team with other company salespeople Thus, contagious enthusiasm is beneficial for improving the overall performance of the group If the sales manager, through providing extra motivation, succeeds in developing and maintaining team spirit, then each salesperson will strive to meet the team’s performance standard.
VII.1.3 Need Gratification and Motivation
Behavioral research shows that all human activities, including the work behavior of salespeople, are geared towards satisfying certain needs Some salespeople are more successful than others because of different types of motivation, the level and types of effort they use to do their job Needs can be primary or secondary Basic needs are the innate or physiological needs for food, water, rest, sleep, air to breathe, sex, etc… The fulfillment of these needs is fundamental to living itself Until basic needs are satisfied, other needs have little motivating effect Secondary needs include needs for safety and security, dependance on social relationships and self-esteem Secondary needs arise from an individual’s interaction with the environment, and are not innate but develop as adults
A._H.Maslow, a psychologist, developed a theory of motivation based on the notion that an individual seeks to satisfy individual needs in a number of important hierarchies He suggested that after an individual has satisfied basic physiological needs, he or she continues to strive to meet safety and security needs, followed by dependance needs, belonging and social relationships, the individual’s level of aspiration increases when needs at higher levels are satisfied However, not all salespeople set the priority order of satisfying the needs proposed by Maslow For example some sales people seem to prioritize meeting the need for esteem earlier than meeting the need for social relationships within a group Salespeople are constantly trying to satisfy the larger and larger parts of their needs structure, and the unsatisfied parts provide the strongest motivator Salespeople’s motivation varies according to the nature and potential of the unsatisfied part of their individual need hierarchy However, some salesperson needs are met both outside of work and within One salesperson works because he needs money to support his family, then work is seen as a means to gain the respect of others, and another reason is because of the need to achieve ability, one’s maximum, seeing job performance as a means to that end
However, money loses its power as a motivator once the individual has satisfied his physiological needs and most of his safety and security needs Other incentives are becoming increasingly effective The promise of more money becomes a weaker motivator as an individual’s unmet needs are pushed higher up the hierarchy Any power that generates greater income has to do with unmet needs for esteem and self- actualization and the extent to which income can satisfy them. a Motivation-Hygiene Theory
Frederick Herzberg and his colleagues developed the motivation theory: The argument that job dissatisfaction enthusiasm at work While most need have the potential to affect both reducing job dissatisfaction and increasing job satisfaction, each needs serves primarily a purpose of maintenance or motivation push Failure to meet maintenance needs causes job dissatisfaction These needs relate to the work environment, compensation, benefits, supervision and other factors external to the job. Meeting relation needs does not lead to job satisfaction, but rather reaching a neutral point known as a fair workday Performance at this point is not rooted in motivation.
At the time of “normal work”, the individual is influenced by motivating factors, factors intrinsic to the job itself These factors reflect a need for personal development, including achievement, recognition, nature of work, responsibilities and opportunities for advancement Motivation represent needs that, when met lead to job satisfaction
The figure above shows the significant similarity of the Maslow and Herzberg models. Herzberg‘s division of the hierarchy of needs into two elements - retention and motivation, implies that for most salespeople, only Maslow’s higher order needs
(respect and self-actualization) are main drivers However, even these people have to meet lower order needs to maintain their job satisfaction.
David McClelland, along with other researchers, developed the achievement motivation theory According to this theory, if a person spends considerable time thinking about doing better at his or her job, accomplishing something unusual and important, or advancing in his or her career, then the individual has a need for high achievement People with a high need for achievement (1) prefer problem situations in which they take personal responsibility for finding solutions, (2) tend to set achievable goals and achievement, and want feedback on how they are doing In practical term, the need for high performance is the driving force for surpassing certain standards of personal behavior People with a high need for achievement are self-starters, they need outside motivation to succeed, and constantly challenge themselves to improve their own achievement Such people require no motivation from management other than providing the right kind of work environment
Expectancy theory suggests that individuals are motivated to perform if they know that their extra performance is recognized and rewarded (Vroom, 1964) Consequently, companies using performance-based pay can expect improvements Performance- based pay can link rewards to the amount of products employees produced.
Application
Listen, learn, talk, share and respond to employee’s need
Courage and praise every success and effort of employee
Recognize and reward deserving employees Sales Incentive Planning : Will be paid based on individuals performance, sales team performance and overall VIETTIEN Company performance.
Provide a clear, open and fair salary and renew incentives for employees, from senior to low level Provide a reasonable salary, depending on the capacity of each person and pay extra for overtime work
Training and improving skills for employees Create a career progression plan for each employee.
13th month salary for those who work more than 6 months, and 12-13 days off depends on occasion.
Financial compensation
The annual bonus at VIETTIEN can be said to be a dream number for many people.
On holidays and Tet, VIETTIEN employees will be given many gifts in kind, including cash Every month, every quarter, and every year for each position, in addition to the hard salary, there are always fixed bonuses and hot bonuses Especially in the position of sales staff, you will have a lot of opportunities to pay yourself Those are the commissions based on sales, working allowances, and phone calls With sales staff, there will be periodic bonuses for the revenue of customers who use the product,introduce new customers, bonus for productivity when exceeding work targets, bonus overtime Having a timely reward policy For individuals and collectives who have contributed to the company, take disciplinary measures against individuals who adversely affect the interests and reputation of the company.
Non Financial compensation
Modern Facilities and a Rewarding Work Environment at VIETTIEN :
VIETTIEN is renowned for offering an exceptional work environment that ranks among the best in Vietnam Our state-of-the-art facilities are equipped with the latest equipment and modern machinery These advanced tools enable employees to stay at the forefront of industry trends and embrace cutting-edge technologies.
VIETTIEN's commitment to innovation extends to the implementation of Industry 4.0 principles This integration allows employees to gain exposure to world-leading technological advancements, empowering them with the skills and knowledge necessary to succeed in today's rapidly evolving business landscape.
Worker’s rights are fully met
VIETTIEN always respects employees, ensuring that employees are fully satisfied with benefits according to state regulations such as paying wearing insurance, social insurance, and unemployment insurance In addition, the company also organizes periodic health checks for all employees, providing necessary equipment during the working process The office staff is supported with computers, and sales staff are subsidized by phone charges Those who study while working are also fully supported,aiming to have the best opportunity for personal development.
Full amenities after hours
To create a vibrant and positive working culture, the spiritual life of employees is also the focus of VIETTIEN’s employee remuneration policy VIETTIEN’s modern equipment and green workspace not only ensure aesthetics but also maximize creativity and relieve stress for people here One of the other benefits at VIETTIEN is a lot of entertainment facilities including a swimming pool, yoga room, football field,amusement park, etc., created to give employees moments of relaxation after a stressful working day.
Organize team-building regularly and periodically
Regularly Schedule Team-Building Activities
At VIETTIEN, we believe that employee happiness is paramount, especially during the eight hours they spend on the job That's why we prioritize team-building events on a regular basis These activities are not just about having fun; they are strategically designed to foster solidarity and strengthen the bonds within our team.
We understand that every individual deserves to feel valued and appreciated That's why we host monthly birthday parties for our employees These celebrations not only recognize the special day for each team member but also create a sense of belonging and camaraderie within the group By giving our employees the opportunity to socialize and connect with their colleagues in a casual setting, we encourage their enthusiasm and commitment to the team.
Support and create favorable conditions for workers to participate in training
in training courses at home and abroad to improve employees’s professional knowledge.
VIETTIEN has applied the following training and personnel development programs to improve employee qualifications:
Internal training program: The company organizes training courses conducted by internal employees or experts within the company This is an effective way to share knowledge and experience within the organization.
External training courses: The company can sponsor employees to participate in external training courses or study programs or scholarships to improve their professional qualifications.
Career development program: VIETTIEN develops career development programs to help employees develop their careers and personal skills, thereby creating conditions for career advancement.
Mentoring and coaching programs: They establish programs that support new and existing employees through guidance, advice, and support from leaders or experienced employees.
Soft skills training courses: This program focuses on developing communication skills, time management, teamwork, problem solving, etc.
These programs help improve employee qualifications and capabilities, while creating a positive working environment and sustainable development for the company.
VII.8.1 Motivation for 3 positions in VIETTIEN’s Sales team
Position : Sales Manager Chain Store Sales
Will be prepared a brand new laptop, which costs 30 millions VND when begin to work at VIETTIEN.
New products will be gifted as a present to this position
Discount when buying company own products
Voucher in many dinner restaurants
Still have salary when in training time
Voucher discount when buying company own products
Controlling sales personnel: ev aluating and supervising
Theory
What part does controlling play in sales force management? To answer this, let’s review what is involved in the management process We’ll do this in what is normally visualized, at least in the literature, as a sequence of activities performed more or less in chronological order The management process starts when top management makes known the company’s goals, and department heads, including the top sales managers, use them to derive departmental objectives For the sales department, the next step is to formulate policies and plans to achieve these objectives Then, the sales management group maps out sales programs and campaigns, determines specifi c methods and procedures, and takes other needed actions, including making indicated changes in the sales organization to execute the policies and implement the plans In performing these activities, sales executives coordinate the department’s activities with each other and with related activities performed in other departments and by distributive outlets in the marketing channels Up to this point, then, sales executives focus upon planning, organizing, and coordinating.
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 effort 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.
VIII.1.2 Relation of performance standards to personal-selling objectives
Standards of sales performance facilitate the measurement of progress made towards departmental objectives Specific objectives vary with changes in the company’s marketing situation, but are reconcilable with the general objectives of volume, profit,and growth For instance, a general objective might be to add $10 million to sales volume, a figure in itself of little assistance for operating purposes But using this objective as a point of departure, management chalks out plans to expand sales volume by $10 million Through analysis of market factors, management may conclude that
$10 million in additional sales can be made if two hundred new accounts are secured. Experience may indicate that 1,000 calls on prospects must be made to add 200 new accounts Thus, in successive steps, the general sales volume objective is broken down into specific operating objectives Performance standards are then established for the business as a whole and, ultimately, for each salesperson These standards are used to gauge the extent of achievement of general and related specific objectives. a Quantitative Performance Standards
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 measuring it 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.
Quotas A quota is a quantitative objective expressed in absolute terms and assigned to a specific marketing unit The terms may be dollars, or units of product; the marketing unit may be a salesperson or a territory As the most widely used quantitative standards, quotas specify desired levels of accomplishment for sales volume, gross margin, net profit, expenses, performance of nonselling activities, or a combination of these and similar items.
Selling expense ratio Sales managers use this standard to control the relation of selling expenses to sales volume Many factors, some controllable by sales personnel and some not, cause selling expenses to vary with the territory, so target selling expense ratios should be set individually for each person on the sales force Selling expense ratios are determined after analysis of expense conditions and sales volume potentials in each territory An attractive feature of the selling expense ratio is that the salesperson can affect it both by controlling expenses and by making sales.
Territorial net profit or gross margin ratio Target ratios of net profit or gross margin to sales for each territory focus sales personnel’s attention on the needs for selling a balanced line and for considering relative profitability (of different products,individual customers, and the like) Managements using either ratio as a quantitative performance standard, in effect, regard each sales territory as a separate organizational unit that should make a profit contribution Sales personnel influence the net profit ratios by selling more volume and by reducing selling expenses
Territorial market share This standard controls market share on a territory-by-territory basis Management sets target market share percentages for each territory. Management later compares company sales to industry sales in each territory and measures the effectiveness of sales personnel in obtaining market share.
Sales coverage effectiveness index This standard controls the thoroughness with which a salesperson works the assigned territory The index consists of the ratio of the number of customers to the total prospects in a territory For better apportion of the salesperson’s efforts among different classifications of prospects, individual standards for sales coverage effectiveness are set up for each class and size of customer Call- frequency ratio A call-frequency ratio is calculated by dividing the number of sales calls on a particular class of customers by the number of customers in that class By establishing different call-frequency ratios for different classes of customers, management directs selling effort to those accounts most likely to produce profitable orders Management should assure that the interval between calls is proper—neither so short that unprofitably small orders are secured nor so long that sales are lost to competitors Sales personnel who plan their own route and call schedules find target call frequencies helpful much as these standards provide information essential to this type of planning Calls per day In consumer-product fields, where sales personnel contact large numbers of customers, it is desirable to set a standard for the number of calls per day Otherwise, some sales personnel make too few calls per day and need help in planning their routes, in setting up appointments before making calls (in order to reduce waiting time or the number of cases where buyers are “unavailable”), or simply in starting their calls early enough in the morning and staying on the job late enough in the day Other sales personnel make too many calls per day and need training in how to service accounts Standards for calls per day are set individually for different territories, taking into account territorial differences as to customer density, road and traffic conditions, and competitors’ practices Order call ratio This ratio measures the effectiveness of sales personnel in securing orders Sometimes called a
“batting average,” it is calculated by dividing the number of orders secured by the number of calls made Order call ratio standards are set for each class of account. When a salesperson’s order call ratio for a particular class of account varies from the standard, the salesperson needs help in working with the class of account It is common for sales personnel to vary in their effectiveness in selling to different kinds of accounts—one person may be effective in selling to small buyers and poor in selling to large buyers, another may have just the opposite performance pattern Average cost per call To emphasize the importance of making profitable calls, a target for average cost per call is set When considerable variation exists in cost of calling on different sizes or classes of accounts, standards are set for each category of account Target average cost per call standards also are used to reduce the call frequency on accounts responsible for small orders b Qualitative Performance Criteria
Certain aspects of job performance, such as personal effectiveness in handling customer relations problems, do not lend themselves to precise measurement, so the use of some qualitative criteria is unavoidable Qualitative criteria are used for appraising performance characteristics that affect sales results, especially over the long run, but whose degree of excellence can be evaluated only subjectively Qualitative criteria defy exact definition Many sales executives, perhaps most, do not define the desired qualitative characteristics with any exactitude; instead, they arrive at informal conclusions regarding the extent to which each salesperson possesses them Other executives consider the qualitative factors formally—one method being to rate sales personnel against a detailed checklist of subjective factors such as that shown inFigure 16.2.
Sales management’s next task is to measure actual performance Emphasis in this phase of control, in other words, shifts to gathering performance information It is necessary to define information needs, determine the information sources, and collect the information The choice of performance standards dictates the information needed. However, with increasingly sophisticated management information systems, the choice of performance standards is based as much on information availability as on the desire to use certain standards It is good practice to review periodically the sales performance standards in use and the availability of other information that might permit use of different or additional standards There are two basic sources of performance information: sales and expense records and reports of various sorts. Almost every company has a wealth of data in its internal sales and expense records, but this information frequently requires reworking, or reprocessing, before it is useful for sales control purposes Reclassified according to sales management’s information needs, sales and expense data contribute to the determination and measurement of actual performances. a System of Field Sales Reports
The fundamental purpose of field sales reports is to provide control information Good communications require interaction between those preparing and those receiving reports A good field sales reporting system provides both for communication from the field to headquarters and from the headquarters to the field.
Purposes of field sales reports
It is to important to determine the nature of information field sales report contains and the frequency of its transmittal The general purpose of all field sales reports is to provide information for measuring performance; many reports, however, provide additional information Consider the following list of purposes served by field sales reports: 1 To provide data for evaluating performance—for example, details concerning accounts and prospects called upon, number of calls made, orders obtained, days worked, miles traveled, selling expenses, displays erected, cooperative advertising arrangements made, training of distributors’ personnel, missionary work, and calls made with distributors’ sales personnel 2 To help the salesperson plan the work—for example, planning itiner aries, sales approaches to use with specific accounts and prospects 3 To record customers’ suggestions and complaints and their reactions to new products, service policies, price changes, advertising campaigns, and so forth 4 To gather information on competitors’ activities—for example, new products, market tests, changes in promotion, and changes in pricing and credit policy.
APPLICATION
VIII.2.1 Evaluate the performance of the salesperson
Having thorough knowledge of VIETTIEN products is crucial for successful sales. Without a deep understanding of the products, salespeople cannot effectively advise customers on the benefits or determine if the products are a suitable fit for their needs.
KPI (Key Performance Indicator) Completion Level
Each salesperson has specific sales KPI goals These goals measure the performance of sales staff based on the sales volume they achieve Exceptional salespeople consistently surpass their sales targets, often exceeding expectations.
Such high-performing employees are highly valued by the company They have the potential to become top salespeople With additional leadership abilities, they may even advance to leadership roles.
The timeliness of task completion is a key criterion in evaluating sales employees' performance This aspect reflects the employee's diligence, self-discipline in their work, and their ability to effectively manage and utilize their time.
Effective salespeople possess a combination of technical proficiency and a strong understanding of both products and customers These qualities instill confidence in their communication, enabling them to capitalize on opportunities to present customers with compelling reasons to purchase.
Exceptional sales skills are also essential Communication proficiency and strong questioning skills are crucial for salespeople to excel in their roles.
VIII.2.2 Evaluate the performance of the sales manager
Product knowledge must be available: In order to transfer knowledge to sales staff, product knowledge is one of the important factors to ensure sales ability If the sales manager does not understand the product, he cannot advise the customer
Inventory management: Regularly take inventory to avoid product loss, detect expired products and quickly remove them, or replenish best-selling products, and always ensure that products are fully delivered to buyers Additionally, to avoid malfunction or damage to the goods, please notify the supplier immediately.
Leadership: This is the ability that managers must possess This skill will help the team work stably and achieve established sales goals.
Ability to connect departments and build culture: A good sales manager is more than just a manager and always knows how to connect all parts of the equipment into a unit.
In the future, all departments will actively cooperate and support each other to successfully complete various tasks At the same time, building culture is also a factor in building a strong collective You will always have your support staff At this point,all tasks are easily solved.
Analytical skills - planning, strategy: Using numbers and analyzing them can help sales managers understand the big picture of the job From there, you can develop an appropriate sales plan and strategy.
VIII.2.3 Evaluate the performance of the Sales director
Leadership Qualities: Leadership qualities help sales managers manage human resources, improve work processes, and create a no-nonsense, high-performance work environment to achieve common business goals for the entire company A talented leader must recognize employees' strengths, weaknesses, and opportunities for improvement, and know how to properly utilize each team member's skills Without leadership, employees will not work as directed by their superiors.
Communication skills: Sales managers with good communication skills can use their listening skills and body language to improve conversations and reduce their stress. Good communication skills can help managers easily communicate their sales plans to employees or report business activities to the CEO Communication skills also help build and maintain stronger relationships with customers and business partners. Conflict resolution skills are crucial for sales managers as they enable them to quickly and effectively identify and resolve conflicts within their teams These conflicts often arise when different members of the sales team or department hold varying opinions and perspectives Sales managers who possess strong conflict resolution skills play a vital role in resolving these conflicts, fostering a friendly and collaborative work environment, enhancing sales efficiency, and ultimately increasing sales.
In addition to conflict resolution skills, negotiation skills are also essential for sales managers These skills are particularly important when engaging in discussions and exchanges with various stakeholders, especially during contract negotiations for buying, selling, or exchanging VIETTIEN products The sales director assumes the responsibility of negotiating with customers and partners to ensure a fair balance of interests for both parties involved.
Method of evaluating work performance
The 360-degree performance appraisal method is highly regarded for its objectivity It involves soliciting evaluations from a wide range of individuals who have observed the employee's performance, including:
Direct management personnel: The employee's immediate supervisor provides a comprehensive assessment based on daily observation and supervision.
Colleagues: Coworkers evaluate their peer's contributions to team projects, collaboration skills, and daily interactions.
Related departments: Individuals from other departments who collaborate frequently with the employee provide insights into their communication, problem-solving, and teamwork abilities.
Subordinates: If the employee manages others, their subordinates provide feedback on their leadership style, delegation skills, and support they provide.
Customers: External clients who interact with the employee assess their customer service skills, responsiveness, and ability to build relationships.
Direct partners: For employees who work closely with external partners, such as vendors or contractors, these individuals evaluate their communication, coordination, and ability to manage relationships effectively.
By gathering feedback from multiple perspectives, managers can obtain a comprehensive and well-rounded view of an employee's performance This holistic approach allows for a more accurate and fair assessment, minimizing bias and ensuring that all aspects of the employee's work are considered.
Behavioral Fixed Score Scale (BARS): This method utilizes a predetermined evaluation framework to assign scores to the work completed by an employee based on their specific role or position It is a straightforward approach to evaluating performance, ensuring fairness for all employees in similar positions Through this method, managers are able to easily assess employee behavior and provide solutions to enhance the work environment.
Objective-based assessment (MBO): This method involves evaluating an employee's effort and focus through the goals established for their work tasks By assessing the completion of these goals, employers are able to gauge the effectiveness of the initially established requirements This assessment method is particularly suitable for individual job roles.
Central assessment method: Managers utilize this method by observing and documenting the actual work situations or hypothetical scenarios of employees. Through these observations and data, managers can make assessments to understand the factors that influence employee performance This information allows managers to predict future work performance.
Cost-based performance appraisal method: This evaluation method relies on comparative and analytical data to assess the benefits and contributions employees bring to the organization or company The benefits that employees receive should be proportional to the value they bring to the company This method enables managers to make accurate assessments of employee performance in the workplace.
Performance evaluation process
Employee evaluation is a critical component of any successful organization, serving as a cornerstone for fairness, transparency, and employee development To ensure an effective and seamless evaluation process, following a well-defined set of steps is crucial.
Step 1: Development of a Comprehensive Framework
The foundation for accurate employee evaluations lies in establishing clear and detailed job descriptions Managers should meticulously delineate the roles and responsibilities for each position and department These descriptions serve as the benchmark against which employee performance is assessed Additionally, managers need to outline specific standards and work processes to ensure objectivity and consistency in evaluations.
Step 2: Selecting an Appropriate Evaluation Method
The choice of evaluation method heavily depends on factors such as the nature of the job, the organization's size, and its structure A well-considered plan should be developed to identify the most appropriate evaluation technique.
Step 3: Implementation of Employee Evaluation
Effective evaluation begins with self-assessment Managers should provide employees the opportunity to evaluate their own performance Subsequently, managers conduct individual evaluations, thoroughly assessing each employee's work and providing constructive feedback This process should be continuous, encompassing all positions and departments to facilitate equitable assessments.
Step 4: Recording and Feedback Provision
Following one-on-one evaluations, managers document their findings and provide employees with detailed constructive feedback It is imperative to avoid bias or personal judgments, which can disrupt the workplace environment and foster resentment.
Step 5: Summarization of Evaluation Results
Evaluation results should be systematically recorded, stored, and compared against previous assessments This provides a holistic view of employee and department performance over time, enabling managers to pinpoint areas for improvement and recognize consistent efforts.
Step 6: Employee Development Post-Evaluation
The synthesized evaluation results serve as a valuable tool for human resource management Managers can leverage these insights to provide guidance, support, and development opportunities aligned with the strategic goals of the organization This process fosters a positive work environment and promotes employee growth.
Proposing a sample to evaluate the performance of 3 positions every quarter
Current responsibilities (current job description) :
Performance review (situation reactions and achieved goals) :
Assess the strengths of the director :
Evaluate employee’s point for improvement :
Items set up for employees soon :
Approval response (provide any additional feedback or notes) :
DD/MM/YY DD/MM/YY
Sales manager performance review template
Sales manager performance review template
Job position : Department/ Department : Rating date :
Current responsibilities (current job description) :
Performance review (situation reactions and achieved goals) :
Assess the strengths of the director :
Evaluate employee’s point for improvement :
Items set up for employees in the near future :
Approval response (provide any additional feedback or notes) :
DD/MM/YY DD/MM/YY
Sales director performance review template :
Sales director performance review template
Current responsibilities (current job description) :
Performance review (situation reactions and achieved goals) :
Assess the strengths of the director :
Evaluate director’s point for improvement :
Items set up for employees in the near future :
Approval response (provide any additional feedback or notes) :
DD/MM/YY DD/MM/YY