selling competency for sales staffs of passenger sales and promotion department at northern region branch - vietnam airlines

Nat io n a l ec o n om i c s u niv er si ty Ne u bus i nes s s ch oo l  GIANG THI THANH XUAN SELLING COMPETENCY FOR SALES STAFFS OF PASSENGER SALES AND PROMOTION DEPARTMENT AT NORTHERN REGION BRANCH - VIETNAM AIRLINES SUPERVISOR: ASSOCIATE PROF. DR. TRAN THI VAN HOA E - m b a – 1 0 a  t r u o n g d u c a n h  h a N o i - 2 0 1 3 Hanoi – 2013 2 ACKNOWLEDGEMENT This thesis is completed in order to fulfill the requirement from Master of Business Administration (MBA) program, Business School – The National Economics University (NEU Business School) First of all, I would like to express my sincere thanks to all of MBA professors of National Economics University, who have given me a lot of valuable knowledge as well as skills for my study and my work. I would like to send my sincere thanks to my supervisor, Associate Professor, Dr. Tran Thi Van Hoa who supported and guided me so enthusiastically to complete my thesis. And, I want to send my thanks to top managers of NRB for their advices and directions to conduct the research. I also thank to my colleagues and customer who support me for the job as well as for my thesis. They have given the data, helped me to answer my interview and shared their experience to compete the thesis Last but not least, thank so much for my family and all my classmates who always help and encourage me to finish this thesis. i TABLE OF CONTENT ACKNOWLEDGEMENT i TABLE OF CONTENT ii ABBREVIATIONS iv LIST OF TABLES vi LIST OF CHARTS vii LIST OF FIGURE viii EXECUTIVE SUMMARY ix CHAPTER 1 INTRODUCTION 1 1.1. Rationale 1 1.2. Research objectives 2 1.3. Research questions 2 1.4. Research methodology 3 1.4.1. Research process: 3 1.4.2. Collecting data 3 1.4.3. Analyzing data 4 1.5. Research scope 5 1.6. Research structure 5 CHAPTER 2 THEORETICAL BACKGROUND ON COMPETENCIES 6 2.1. Nature of competency 6 2.1.1. Definition of competency 6 2.1.2. Classification of competencies 7 2.1.3. The characteristic of competency 9 2.2 Competency components and models 10 2.2.1 Competency components 10 2.2.2 Competency assessment 14 ii 2.3. Factors affect to competency 19 2.3.1 External factors 19 2.3.2 Internal factors 19 CHAPTER 3 REQUIRED SELLING COMPETENCIES FOR SALES STAFF AT NORTHERN REGIONAL BRANCH 21 3.1. Introdution of northern regional branch 21 3.1.1. Overview of VNA and Northern Regional Branch 21 3.1.2. Northern Regional Branch’s structure 25 3.2. Job analysis for sales Staffs at Northern Regional Branch 26 3.2.1 Passenger Sales and Promotion (SPD) department’s function 26 3.2.2 Job description for Sales staffs at Northern Regional Branch 26 3.3 Requirement of selling competencies for Sales staffs at northen Regionla Branch 27 3.3.1 Required Knowledge for Sales staffs 30 3.3.2 Required skills for Sales staffs 32 3.3.3 Required Attitude for Sales staffs: 35 3.3.4 Summary for required selling competencies for Sales staffs at Northern Regional Branch 35 CHAPTER 4 ANALYZE THE CURRENT SELLING COMPETENCIES OF SALES STAFFS AT NORTHERN REGIONAL BRANCH 36 4.1 Responded profile 36 4.2 Current competencies 37 4.2.1. Current knowledge 37 4.2.2 Current selling skills 40 4.2.3 Current attitude of sales staffs 47 4.3 Gap analysis 48 iii 4.3.1 The gap between required and current selling competencies of sales staffs at NRB 48 4.3.2 Causes of the gaps between current and required selling competencies of sales staffs at NRB 55 CHAPTER 5 RECOMMENDATION AND SOLUTIONS TO IMPROVE SELLING COMPETENCIES OF SALES STAFFS AT NORTHERN REGIONAL BRANCH 57 5.1. The orientation of Human resource Development at northern Regional Branch 57 5.1.1 The objective and strategy of Human resource development of NRB 57 5.1.2 The objective of sales staffs development of NRB 58 5.2. Solutions to improve Selling competencies for sales Staffs to meet the Requiremnet 59 5.2.1 Training solutions 59 5.2.2 Non – training solutions 65 5.3 Recommendation for each Factor in northern Regional Branch 69 5.3.1 Recommendation for the leaders 69 5.3.2 Recommendation for the HR department 70 5.3.3 Recommendation for sales staffs 70 71 CONCLUSION 72 REFERENCES 73 ABBREVIATIONS HR Human Resource KSA Knowledge, Skills and Attitude iv MBA Master of Business Administration NEU National Economics University NRB Northern Region Branch OJT On the Job Training PA Performance Appraisal SPD Sales Promotion department VNA Vietnam Airlines v LIST OF TABLES Table 3.1 Description of require competencies 28 Table 3.2: Required ‘Fundamental knowledge’ for sales staffs 31 Table 3.3: Required ‘Company strategy awareness’ for sales staffs 31 Table 3.4: Required ‘Communication skills’ for Sales staffs 32 Table 3.5: Required ‘Presentation skills’ for Sales staffs 33 Table 3.6: Required ‘Problem solving’ for Sales staffs 33 Table 3.7: Required ‘Time management skills’ for Sales staffs 34 Table 3.8: Required ‘Customer care skills’ for Sales staffs 35 Table 3.9: Required attitude for Sales staffs 35 Table 4.1: Respondents of the research 37 Table 4.2: Current knowledge of Sales staffs 38 Table 4.3: Gap between required and current fundamental knowledge 38 Table 4.4: Current strategy awareness of Sales staffs 39 Table 4.5: Gap between required and current strategy awareness 40 Table 4.6: Current communication skills of Sales staffs 40 Table 4.7: Gap between required and current communication skills of Sales staffs 42 Table 4.8: Current presentation skills of Sales staffs 43 Table 4.9: Gap between required and current presentation skills 43 Table 4.10: Current problem solving skills of sales staffs 44 Table 4.11: Gap between required and current problem solving skills 44 Table 4.12: Current time management skills of sales staffs 45 Table 4.13: Gap between required and current time management skills 45 Table 4.14: Current Customer care skills of sales staffs 46 Table 4.15: Gap between required and current Customer care skills 46 Table 4.16: Current Attitude of sales staffs 47 Table 4.17: Gap between required and current attitude of sales staffs 47 Table 4.18: Current competencies and the gap with requirement of Sales staffs 48 Table 5.1: Recommended training courses for Salesmen 60 vi LIST OF CHARTS Chart 1.1: Research process 3 Chart 3.1 Result of passenger transportation 24 Chart 3.2: Required selling competencies for the sales staffs at NRB 36 Chart 4.1: Gap between required and current fundamental knowledge 39 Chart 4.2: Gap between required and current communication skills 42 Chart 4.3: Gap between required and current performance sales of salesmen 48 Chart 4.4: The gap between required and current competencies 54 vii LIST OF FIGURE Figure 2.1 The Iceberg Model 10 Figure 2.2 Competency components 11 Figure 2.3: Selling competency assessment process 18 Figure 3.1 Northern Regional Branch structure 25 viii [...]... requirements of selling competency for sale staffs at Passenger Sales and Promotion department – VNA’s NRB  What are the current selling competencies of sales force at Passenger Sales and Promotion department?  What are the gaps between current and required sales staff’s selling competency at Passenger Sales and Promotion department? The thesis applied KSA (Knowledge, Skills and Attitude) competency model and. ..  To clarify the selling competency s requirements for sales staff at Passenger Sales and Promotion department  To analyze the current selling competency of sales staff and then find out the gap between required and current selling competency  To propose the solutions to close the gap between evaluated and required selling competency of sales staff at Passenger Sales and Promotion department – VNA’s... match and gain the above objectives, the writer set out some questions that need to find the answers to solve the problem:  Which are the requirements of selling competency for sale staffs at Passenger Sales and Promotion department – VNA’s NRB  What are the current selling competencies of sales force at Passenger Sales and Promotion department?  What are the gaps between current and required sales. .. that enable them to succeed in their current job and develop for the future 21 CHAPTER 3 REQUIRED SELLING COMPETENCIES FOR SALES STAFF AT NORTHERN REGIONAL BRANCH 3.1 Introdution of northern regional branch 3.1.1 Overview of VNA and Northern Regional Branch The history of VNA dates back to January 1956 when the Vietnam Civil Aviation Department was established by the Government, marking the birth of. .. analysis and depth interview director of NRB and managers of Sales and Promotion Dept Step 2 Create a person profile: rate current level of proficiency on competencies, knowledge and skill to identify in the position profile The questionnaire will be designed to find out the current rate of selling competences of sales staffs basing on requirement of selling competences from Step 1 The sales staffs, ... staff’s selling competency at Passenger Sales and Promotion department What are solutions to improving selling competency for sales staff of Passenger Sales and Promotion department? 3 1.4 Research methodology 1.4.1 Research process: Theoretical Background on competence Sale staff’s job analysis Interview with Leader and Managers Surveys: - Managers Sale Staffs Customer Required selling competence for. .. represents Sales staffs is critical to the sale of many goods and services, especially major commercial and industrial products as well as consumer durables (Dalrymple, 2004) Therefore selling competencies for sales staffs in the company is an important issue The Northern Region Branch (NRB) is Vietnam Airlines (VNA) representative and coordinator of sales activities in passenger, luggage, cargo and package... skill, inactive attitude Another side, the sales volume always increases per year and the competition is fiercer Furthermore, the customer’s evaluation on NRB’s sales staff every year still low 2 From these rationales, the writer has chosen the topic Selling competency for sales staff of Passenger Sales and Promotion department at Northern Region Branch – Vietnam Airlines 1.2 Research objectives This... productivity to greater than satisfactory levels by offering way that address the personal needs of each Therefore, it is clear that motivation plays a direct role to affect salespeople’ performance, and by doing this, it can affect their competency • Accurate Performance Assessment: The performance of a company depends not on the human asset but the right match of competencies and their level for performance... current selling competencies of sales staffs at NRB Chapter 5: Recommendation and solutions to improve selling competencies of sales staffs at NRB 6 CHAPTER 2 THEORETICAL BACKGROUND ON COMPETENCIES 2.1 Nature of competency 2.1.1 Definition of competency As Wikipedia source, the term "competence" first appeared in an article authored by R.W White in 1959 as a concept for performance motivation Later, . requirements of selling competency for sale staffs at Passenger Sales and Promotion department – VNA’s NRB  What are the current selling competencies of sales force at Passenger Sales and Promotion department? . current and required sales staff’s selling competency at Passenger Sales and Promotion department What are solutions to improving selling competency for sales staff of Passenger Sales and Promotion. Passenger Sales and Promotion (SPD) department s function 26 3.2.2 Job description for Sales staffs at Northern Regional Branch 26 3.3 Requirement of selling competencies for Sales staffs at northen Regionla