Weak sales management at jupiter pacific

UNIVERSITY OF ECONOMIC HO CHI MINH CITY International School of Business - Le Thi Ha WEAK SALES MANAGEMENT AT JUPITER PACIFIC MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City - 2017 UNIVERSITY OF ECONOMIC HO CHI MINH CITY International School of Business - Le Thi Ha WEAK SALES MANAGEMENT AT JUPITER PACIFIC MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: Dr Pham Phu Quoc Ho Chi Minh City - 2017 SUPERVISOR’S REPORT ON THE THESIS PROPOSAL SUBMITTED FOR DEGREE OF MASTER of BUSINESS ADMINISTRATION The thesis proposal title: WEAK SALES MANAGEMENT AT JUPITER PACIFIC Student Name: Le Thi Ha Supervisor: Dr Pham Phu Quoc General comments:  Remarks on the student’s attitude: …………………………………………………………………………… ……………………………………………………………………………  Remarks on the assignment’s academic quality: …………………………………………………………………………… …………………………………………………………………………… Overall assessment:  Meet requirement for submitting  Not meet requirement for submitting Other remarks:  Did the student follow the report schedule?  Yes  No  The Turning plagiarism percentage: Supervisor’s signature  Other………………………… Table of Content Executive Summary Introduction Problem context Problem identification Problem Justification Cause validation Alternative solutions Actions plan Conclusion Supporting information Appendixes References Executive Summary Recently, Jupiter Pacific’ financial statement has showed the sharply reducing in sales and hasn’t showed signal of recover yet In order to determine why sales are decreasing, the data of selling rate and cargo volume were collected Then it found that company sales reducing since the reducing of air cargo volume Indeed, company cargo volume has sharply decreased year by year while cargo volume at Tan Son Nhat international airport has grown; contrary to Jupiter’ trend In order to define the potential problem of reducing air cargo volume, the first interview was proceed to four relative managers, who are Sales manager, Airfreight manager, Admin supervisor and company CEO then the information revealed that the weak sales management is the key elements of such decreasing Sales management itself cannot be considered as a performance indicators for the company as such; however, the interviews and data revealed that weak sales management leads to reduction on existing customers, couldn’t get many new customers and lost market share, leads to decrease operation therefore weak management is consider the central problem of Jupiter as current There are number of potential causes were deployed also; those are weak sales activities in Japan, lack of sales strategy, weak sales force, while others not effective KPI system and the changing trend of market as caused As it is based on the limited number of interviews, there is no guarantee that the problem and the causes mentioned are valid and reliable Nor that all importance causes have been examined already Therefore it should conduct an in-depth interview sales manager to determine whether the company sales management is actually too weak and indeed had the adverse consequences to company Second, it needs to search theories for other causes and validate the potential causes as well as validate the problems Finally the result has showed that the central problem is weak sales management at Jupiter and the potential causes are weak sales leadership and weak sales forces Recognize that the central problem come from internal aspects which company can solve, then the alternative solutions are develop and the action plan for implementation are propose Introduction The company background Jupiter Pacific is a Japanese forwarder, is a subsidiary of Japan Airlines and belongs to Jupiter Group Jupiter Group has operated for 30 years; it has 18 subsidies around the world In Vietnam, Jupiter Pacific has operated for 20 years It’s located at No 112 Hong Ha Street, Ward 2, Tan Binh District, Ho Chi Minh City The principal activity of the Company is to provide Air, Sea forwarding and logistics services In which, 90% sales belong to Air services, 8% sales belong to Logistics and 2% sales belong to Sea services As at August 2017, the Company has 50 employees, including salesmen The Company organization Problem Context Recently, company financial statement has showed the sharply reducing in Sales; it has dropped 15%, 23% and 28% respectively in year 2014, 2015, and 2016 in comparison to the year 2013; it continues trends of reducing and couldn’t show any signal of recover Table is presented below: TABLE 1: SALES DATA Y2013 Sales in USD Y2014 7,459,024 Y2015 Y2016 6,307,224 5,746,141 5,353,895 -15% -23% -28% Vs.Y2013 Sales (USD) 8,000,000 7,000,000 7,459,024 6,307,224 6,000,000 5,746,141 5,000,000 5,353,895 4,000,000 3,000,000 2,000,000 1,000,000 Y2013 Y2014 Y2015 Y2016 The main reducing come from Forwarding services, in which Air service has drop by 18%, 24% and 28% respectively in year 2014, 2015, and 2016 in comparison to the year 2013 Sea forwarding service also sharply decreased in sales The trend of such decreasing is presented in Table TABLE 2: BREAKDOWN SALES DATA Y2013 6,648,581 Air Y2014 Y2016 5,463,771 5,019,925 4,797,509 -18% -24% -28% 391,435 282,180 121,457 -2% -29% -69% 412,643 452,018 444,036 434,928 7,459,024 6,307,224 5,746,141 5,353,895 Vs.Y2013 397,800 Sea Vs.Y2013 Logistics Sum Y2015 Sales of Sea services 450,000 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 Y2013 Y2014 Y2015 Y2016 Sales of Air services 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 Y2013 Y2014 Y2015 Y2016 The reducing of sales might be due to the reducing of selling rate or reducing sales cargo volume; By reviewing selling rate and quotations have applied for customers in those years, it found that company has reduced cents Air freight per kilogram to HASFARM in Oct 2014 due to competition pressure; Nevertheless Company management has negotiated with Hasfarm to collect cooling charge cents in Dec 2014, therefore the reducing of selling rate to Hasfarm is not the cause of reducing company’ Sales However, the data of air cargo volume at Jupiter has shown the decreasing in those years It has dropped 14%, 16% and 18% respectively in year 2014, 2015, and 2016 in comparison to the year 2013 Table is presented TABLE 3: AIR CARGO VOLUME AT JUPITER Y2013 Weight (ton) Y2014 2,926 Vs.Y2013 Y2015 Y2016 2,528 -14% 2,452 -16% 2,388 -18% Air Cargo volume at JPT(ton) 3,500 3,000 2,926 2,528 2,500 2,452 2,388 2,000 1,500 1,000 500 Y2013 Y2014 Y2015 Y2016 Surprising, contrary to Jupiter, the observation of an increasing trend in Air cargo volume of TAN SON NHAT international Airport during the time when Jupiter cargo volume has declined It has increased 13%, 20% and 42% respectively in year 2014, 2015, and 2016 in comparison to the year 2013, table is shown: TABLE 4: AIR CARGO VOLUME AT TAN SON NHAT AIRPORT Weight (ton) Vs.Y2013 Y2013 133,865 Y2014 150,726 Y2015 Y2016 161,100 190,054 13% 20% 42% Air Cargo volume at TSN airport (ton) 200,000 190,054 150,000 150,726 161,100 133,865 100,000 50,000 Y2013 Y2014 Y2015 Y2016 The reducing sales leads to reducing company gross profit year by year, it has drop USD 150,000 in year 2016, equivalent to drop14% in compare to year 2013 GP (USD) 1,100,000 1,068,882 1,050,000 1,049,232 1,000,000 950,000 936,776 918,842 900,000 850,000 800,000 Y2013 Y2014 Y2015 Y2016 To summarize, It can recognize that the reducing of sales mainly come from reducing of Air cargo volume at Jupiter as year 2014 to 2016, It is abnormal in compare with trend of 7 Organization of action Based upon the set of solutions provided above, an action plan would be proposed in below part: Objective Actions Who is Target date responsible 1.To urgent weakness address sales forces Do recruiting two more qualified Sales Manager and One staff in Jan 18 sales staff HR Manager and one more in middle of next year Urgently perform territories CEO assign to sales individual Do set activities to and sales Jan 2018 managers sales Sales manager Immediate starting individual Do control and feedback on sales Sales manager Immediate starting, individual activity perform weekly Do set target for sales individual Sales manager immediate starting (monthly, quarterly and yearly target) Manage the sales target of sales Sales manager Monthly, quarterly, team yearly Do evaluate and feedback on Sales manager Monthly, quarterly, sales individual performance yearly Do review and feedback on sales CEO immediate starting, team performance perform monthly Do continuously training technics Sales Manager and immediate starting, skills, attitudes, and behavior to HR Manager and existing sales staff maintain quarterly 44 continuously Do training selling skills, technics Out sour trainers immediate starting, skills and leadership skill to and existing sales manager maintain quarterly Do coaching existing sales CEO manager continuously immediate starting, and continuously maintain yearly 2.To urgent address Frontline none sales Do staff weakness continuously attitudes, and training HR Manager behavior to immediate starting, and frontline none sales staffs toward continuously maintain quarterly company objective Urgently perform territories CEO Jan 2018 assign to none sales managers Do review and feedback on CEO immediate starting, relative perform monthly none sales team performance 3.To attract and retain talents of sales Review and build up an effective Sales Manager and Middle to end of forces compensation scheme HR Manager 4.To transfer vision, strategy and Share it at company meeting one CEO direction to all staff time to time next year immediate starting a quarter Conclusions Realizing the problem comes from the internal of company that is weak sales management leads to weak sales operation which company can solve and control in order to improve effective of sales team Based on data provided, information revealed in interviews, as well as many researches of Researchers in sales management fields, it is recognized that in order to improve sales operation, company’s management should strengthen sales forces and enhance vital role of sales leadership by performing steps alternative solutions Supporting information APPENDIX FIRST INTERVIEW’TRANSCRIP 45 (The aim of this interview is to collect ideas of sales decreasing at company) Require for interviewees: Sales manager, Airfreight manager, Administration team leader and CEO, that relating to sales activities at Jupiter Interviewer: As you well known all every month company meeting, the data showed that the sales has been sharply reducing time by time Could you please share with us what is the main reason for such decreasing? First interviewee: Sales Manager  JPT set up business from 1997, at that time many demand for Japanese forwarding, now more competitor  Economic conditions in Japan has not recover for long time, customer try to control cost  moving to Sea, but Sea is not strong part of JPT  Sales activity in Japan is not strong Most of Japanese customer decides vendors from Japan size Much nominate cargo  Company need build the policy to encourage other staff in other department increase sales activity by specific reward policy  Company don’t have clearly policy in promotion and training internal staff such as Excellent in Air- CS sales  Many big Japanese company come to northern in invest while small and medium company come to HCM-  Not much bid cargo and bid volume  Lack of sales manpower  Lack of motivate policy to staff to encourage staff contribute more to company ( like reward or penalty) Second interviewee: Air Freight Manager  Don’t have new customers Current customers have move to sea to saving cost  Lack of sales manpower, current staff only care current customers Lack of closely care customers  Weak of HR policy to motivate staff  Sales incentive program is weak, only 15%/GP and cover only three year, while our competition is 30%/GP forever  Attitude of operation staff make dissatisfy customers leads to losing customers This come from weak of remind or penalty staff policy and as well as reward policy then easy environment and no need to work hard therefore no motivate staff  KPI policy is not effective enough, staff didn’t see difference  Sales activity in Japan is not strong Most of Japanese customer decides vendors from Japan size Third interviewee: Team leader of Administration department  Sales has decreased because company get some new customers, don’t have new destination, only serve current customers  Lack of sales person (only staff, one is on probation time) not enough manpower, sales team is not strong enough Need good sales staff that can create the difference ideas to traditional channels  Company doesn’t have clear strategy for long run development from top Management; don’t have clearly guideline, which service should be priority? How to get it? … not transfer the core view to staff 46  Lack of enthusiasm from top management and lack of transfer such enthusiasm to staff  HR effect of many operating of the company, and sales operation as well But Company doesn’t have policy to motivate staff Company set target, but not much difference in treat that hit or not hit  Company should build stronger in reward staff rather than increase salary If hit the target, should reward, if no should remind in timely manner Last interviewee: CEO  We are not losing regular customers, We are maintain regular customers  But we lost some market segment likes garment in 2013-2014 because Uniqlo-Big trading company in Japan chose other competitor instead of Jupiter in worldwide market Internal:  We couldn’t success develop new market segment and we couldn’t increase number of customers more quickly to cover the loss of segment, even we did try: Open new office in Dalat to develop new potential agriculture in Dalat but not strong revenue creating We try to explore inbound service from japan in corporation with shopping center, mall…but not become the big revenue source  Marketing and sales activities is weak, I think much about this problem long years already, but we can’t find how to better We must change sales activities with re-structure and reorganization  So far we are not successful to find Vietnamese sales person, who can help company increase sales, that why now we find a young person to train them  I think reward policy also is reason, but not is the main reason of sales decrease Because I develop this company and Branches over 20 years but regular customers is not much change - This is the real reason  KPI and reward policy also importance in order to involve peoples, let them take responsible what they with the goal this is one way to address staff attitude and behavior- But this is defense measure  This year, I have to think more about strategic plan, midterm plan and direction is my more concern That why I currently attend some seminar oversea to study more and listens more from people  Strategic goal is more importance which I invest now APPENDIX INTERVIEW GUIDE (The aim of this interview is to investigate how the reality of sales operation and sales management in Jupiter in order to determine whether sales management is poor, sales operation is weak and how it influences to sales and profit of the company) Require for interviewees: Sales manager, who have directly involved in sales activities at Jupiter Personal information: name and position within the company Overview the market Overall how has the forwarding market changed in recent years? What is the changing in customers demand? Overall how has the competition changed in Vietnam in recent years? PROMPT: What are the main products of Jupiter’ customers? Why they use Jupiter services? 47 PROMPT: Why company doesn’t develop ocean service in order to catch up the needs of the market? Could you please list out new customers or new destination which you/your department sales within recent years? PROMPT: By what way you could sales such customers? Could you please list out the customers or destination which you/your department had lost within recent years? PROMPT: Why did lost? Sales team – Sales Manager 3.1 How many sales staff under you? How many sales teams? How long does He work for the company? Does he has experience in sales? PROMPT: Do you think current sales force is enough? How many is enough? Why? Do you have any plan of recruiting new sales staff? When? PROMPT: Do you intend check what did he daily, weekly or monthly? Do you intend to control sales team by activities or outcome? PROMPT: Why don’t you set specific activities to him, such as call activities or visiting activities? Or takes care customers …so on? PROMPT: Could you please tell me what current sales staff does daily? Do you inquiry him report what did he do? PROMPT: Do you think setting target of sales team is importance? Why? Do you set the target to sales individual staff? Is it monthly target or yearly target? PROMPT: What is his target in last month, this month? PROMPT: please share me how did you train him so far and how you plan training him in future? Do you set the timeline of training? 3.2 Does the Company set the target for sales department? What is the target of sales department in this year? How in comparison with last year result? Do you think such target is reasonable? Why? Do you think your team can hit this year target? Do you update how many percent your team hit the target of this year, till Jul/17? Do you think setting target of sales team is importance or not? Why? PROMPT: Do you control sales team target monthly? Does the Company have any incentive scheme for sales staff? In your perception how effectiveness of such scheme to your team? According you, what is effective scheme to motivate your team should be implementing? Sales operation Could you please share with us how many customers using company service in HCM office? How many customers your department takes care? PROMPT: How many times you visit each customer which you take care in last month? 48 Do you have any record about such scheme? Do you have list of customer plan to visit in next month? Normally, for what case you visit? What is purpose of such visiting? PROMPT: How many times you call the customers in last month? Normally, for what case you call? What is the purpose of such calling? Supporting sales activities Could you please list out three things that Company should immediately in order to help company increase sales? What is the most importance one, why? PROMPT: how about the current KPI policy? Is it effective? Is it importance to help company increase sales? Do you well known about current reward policy apply to Vietnamese staff, is it effective? Is it importance to help company increase sales? Do you want to apply reward scheme to expatriate? PROMPT: Do you satisfy the attitude of frontline staff as current, who daily contact with customers? Do you think what kind of requirements of frontline staff need to improve in order to provide the satisfaction to customers? Magic wand Let imagine you have a magic wand that you could wave to change the current situation, which you think it’s better for company’ sales, what would the most thing you should change? Why? Future trends Thinking about next two years, can you see any chance of increasing sales in JUPITER? What is the key services/segment? Anything else you want to say? THANK AND CLOSE APPENDIX TRANSCRIP OF IN DEPTH INTERVIEW Location of interview: at Jupiter Office, HCM city, Vietnam Time: 0600pm, 16 August 2017 Interviewer: Hello, Could you please introduce yourself and your position in company Interviewee: Hello, my name is Murata, I come from Japan, I have been working at Sales & Marketing department, Sales manager position Interviewer: Could you overall how has the forwarding market changed in recent years Interviewee: Currently ocean freight’ cost is cheaper than some year ago therefore customers turn to use ocean freight to saving cost Interviewer: Could you share how much it is cheaper? 49 Interviewee: Nowadays only one-third in compare to years ago I have such data Interviewer: Really, The cost decrease is all destinations or only to Japan bound? Interviewee: I have data of Japan pound, other destination I am not sure Interviewer: Could you overall how has the competition changed in recent years Interviewee: Nowadays, too much competition compare to before Because there are too many small and medium size companies from countryside in Japan come to Vietnam to invest Interviewer: Do you known how many competitors? Who are they? Interviewee: I don’t have such data clearly, but they are NIPPON, YUNSEN, SAGAWA so on, most of them are big name in Japan Interviewer: Big name? What are the differences from Jupiter? Interviewee: Yes, They are global company, they have many branches around the world therefore they can get big customers in overseas, then such customers nominate to them in Vietnam’ market Because global company, therefore they can accept loss in some routes in order to get full cargo from global customers Hence they get big volume then they can get very cheap rate from Airlines or Shipping lines They also own many trucks, many good warehouses in Vietnam as well Interviewer: What are the main products of Jupiter’ customers? Why they use Jupiter services? Interviewee: Main product is garment Because Vietnam get advantage in garment industry because skill worker, cheap labor cost in comparison with Cambodia, Banglades, However trader could sell very high price in Japan Therefore they could accept air freight in many cases However, currently Trader also tries to control cost by using Ocean instead of Air However Sea is not strong part of Jupiter, that why our sales has drop Interviewer: Why company doesn’t develop ocean service in order to catch up the needs of the market? Interviewee: Because we haven’t get much Ocean volume so far, hence we couldn’t get cheap rate from shipping line Nowadays I find a solution is corporate with NanKai in order to get cheap rate Interviewer: As I known that we have been cooperated with Nankai from last year, mean that one year already, why we couldn’t increase Ocean sales? Interviewee: Because we lack of sales forces for new customers and for current customers for longtime in their mind, Jupiter as air freight and others like Nissin, SDV as sea freight forwarder that explains for difficult to absorb customers Interviewer: Could you please list out new customers or new destination which you/your department sales in recent years? Interviewee: They are Nankai, Mantacsu and next is Jeto which we start from Sep 2017 Interviewer: How big volume of such customers? Interviewee: It is not big Interviewer: By what way, what channel you sales such customers? Interviewee: - 50 Interviewer: Could you please list out the customers or destination which you/your department had lost in recent years? Interviewee: Sorry I don’t remember, but It is not top ten Interviewer: Do you have such data? Interviewee: I don’t have Interviewer: Now we share about sales team and sales operation, how many sales staff under you? Interviewee: one staff, Mr.Duy Interviewer: How long does he work for the company? Interviewee: months Interviewer: Does he have experience in sales? Interviewee: Not much experience in sales and also not experience in forwarding industry Interviewer: Why did you choose him, not an experience staff? Interviewee: Because my boss doesn’t want an experience, He afraid of the experiences staff will take the company’ customers after some year works at Jupiter Interviewer: any addition reasons? Interviewee: He looks came down, which suitable for sales staff, we need a listen person more than talk person Interviewer: Do you think current sales force is enough? Interviewee: It is not enough Interviewer: How many is enough? Interviewee: I think four is enough Interviewer: Why not three, not five? Interviewee: With too many sales, I afraid the labor cost Interviewer: Do you have any plan of recruiting new sales staff? Interviewee: Not clear plan now may be next year Interviewer: Do you intend check what did sales staff daily, weekly or monthly? Interviewee: He reports to me all information by email Interviewer: What kind of information does he report to you? Interviewee: Name of potential customers, their products, their address, and their contacts as well Interviewer: Do you intend control sales team by activities or outcome? Activities mean that you ask him list out to day what job he do, tomorrow what job he Outcome means you set target to him, how many customers, you don’t care what did he does Interviewee: uh outcome, but I know now I need to change my mine also, I ask to him go out more often Currently he sits down in office many times I think that no good Interviewer: Do you mean you should change control him by activities, right? Interviewee: I think outcome is more importance, but if no activities, no outcome Interviewer: I should ask about activities like how many customers does he call per day, or visiting activities, how many customers did he visit or take care? how many customers did he take care and report to you daily? 51 Interview: Now I change to activities, of course if we recruit experience staff I could immediately ask him, I mean I should set him some target and instruction But Mr.Duy don’t has much experience, anyway I want him successful experience after that he go out and understand how to get customers Interviewer: Ok, the reason you don’t said activities to him now because you need him get experience first and then later Interviewee: Yes, Interviewer: Ok, Could you please tell me what current sales staff does daily? Interviewee: current, sometime when I go out, I can’t make quotation for customers as soon as possible because I busy so I ask him make quotation, how he find the customers, he connect the face book, he often send rate require to Stations Interviewer: Ok, Did he report what did he daily? Interviewee: Ah yes, I catch by email Interviewer: So, turn to other things; you think setting target for sales team is importance? Interviewee: Yes, setting target is one of our motivations, if no target we don’t know Interviewer: process of management is target, control and feedback; you think what is the most importance? Feedback is adjustment … something like that Interviewee: I think we need three of them, however feedback and review is more importance, sometime we forget how achieve, I forget to check Interviewer: What is his target in last month, this month? So you don’t set target for him yet, right? Interviewee: I have not set exact numbers Interviewer: When you start set target for him? The time is seven months, it is enough for training? Interviewee: Ah yes, At least is should be some number for him from next year, from next January Interviewer: Mean that this year you don’t intend to set target to him? Interviewee: yes, but firstly I should give some instructions for more activities Interviewer: please share me how did you train him so far? Interviewee: Interviewer: So, turn to target of sales department What is the target of sales department in this year? How in comparison with last year target? Interviewee: Actually we have some lucky demand from January to April or Mar, We arranged many shipments, but actually I couldn’t find exact reason why many customers gave us much cargo So I think this is not my effort, just a lucky demand Sales team should approach new customers, since our result may be bad on august or next month Interviewer: So, you think such this year target for sales department is reasonable? Interviewee: Too big, that is Kawasaki san decision Interviewer: Is it difference with our company yearly target? Interviewee: Ah yes, difference This is my personal target Interviewer: How big, how difference with last year target? Do you have last year target 52 Interviewee: yes, compare with last year may be three times bigger Interviewer: Do you think target is reasonable or two high? Interviewee: three times but I understand and I follow my boss, Kawasaki san, because we rely on our biggest customers to much, It is dangerous for the company, if we lose one customer so my target is too high Interviewer: So, regarding company target, which we register with head office in Hong Kong, till June your team can hit target or not? Interviewee: Ah yes, hit the target Interviewer: But such target is look like very low, right? Interviewee: Ah yes Interviewer: Do you control sales target monthly, you have any data updated about the target and about what we hit monthly, or control and find how many percent you hit the target till now? And need how many percent more? Do you have such data? Interviewee: Ah, I don’t have Interviewer: So turn to other matters Does the Company have any incentive scheme for sales staff? Yah, I know that 15% of gross profit So in your perception, how effected of such scheme to sales staff? And to other staff as well Interviewee: Ah, My sales staff, Mr.Duy understands that scheme, so I think it is affected to him, but to all staff, it is not effective Interviewer: why it is not affected for all staff? Interviewee: May be they don’t have mine of sales But I remember one operation staff tell not there are many Itochu model shipments, that information is very helpful for sales, I need more that information Interviewer: According you, what is effective scheme to motivate sales staff? You think we should adjust percentage higher than or keep at current policy Interviewee: As I said, for all staff, it is not affected, but for sales staff, it is ok to maintain current skill Interviewer: Friendly speaking, you want such policy apply to expatriate like you? Interviewee: No need, of course I am happy, but I understand the company policy is my salary is big and they don’t care about my sales result, my salary fix yearly, yearly contract, but now I am happy to work together with staff in Viet Nam and I always have a motivate to try to get new customers Interviewer: Ok Now we turn to sales operation, could you please share with us how many customers using company service in HCM office? Do you have such list of customers? Interviewee: I don’t known exactly number Interviewer: Yah So you known top ten? Interviewee: Ah yes, I know of course, I can remember many customer name Interviewer: But you don’t have list update? How many customers your department takes care? Does company assign which customers under your team take care, which customer air department takes care? Clearly assign or not? Interviewee: Not clearly, of course I take care all But for operation matter, I rely on staff, air freight department, and sea freight department 53 But beginning, I should take care from beginning to end, but we handle some shipment after that, I pass some duties to Airfreight department, Sea department, and operation staff Interviewer: How many times you visit each customer which you take care in last month? Do you have any record about such scheme? Interviewee: Actually I don’t have such data Interviewer: You don’t record about this, right? Also you may don’t have list of customer plan to visit in next month? Interviewee: Normally I set up plan to visit for next week, if I have enough time free I will visit many customers, if I busy, maybe I don’t visit Interviewer: Normally, for what case you visit? What is the purpose? Interviewee: Mainly, when Customer call, it means customer get some problem, so customer ask me how to improve, that why I visit and I talk to them, I collect information Interviewer: That is difference to the case you visit to say hello, so far you have such activities? Interviewee: Ah yes, some time because I don’t want to stop the relationship then I visit customers just say hello ok, but almost Japanese they don’t like that visiting, Just say hello no meaning Interviewer: So that why you not visit frequently, right? Interviewee: yes Interviewer: You also don’t know how many times you call the customers in last week or last month? Is it right? Interviewee: yes, I don’t have record Interviewer: So, regarding to call activities, may be same meeting activities, mean that when customers need then you call, right? Interviewee: yes, sometime Interviewer: Ok Now we turn in to difference issues Could you please list out three thing company should immediately in order to help company increase sales? Interviewee: As we told last minutes, may be operation staff they know clear situation at customers as that time one operation staff share one information now Unimax have many air shipment for Itochu Modepal, I need such information from operation staff, I expected Interviewer: Yeh, how about the second thing? Interviewee: Actually We have manager meeting every Monday, and we share information each other, but maybe we can share more information each department, maybe Airfreight department share information of customers they take care, Sea freight department take care or some customers both size take care, but maybe I may have a chance approach more current customers, Interviewer: Sorry, I am not clear Interviewee: Maybe each department get more information, but they don’t share each other Interviewer: Ah yeh, you mean communication between department is not enough? They just talk about general information, not talking in detail what customers demand, right? Interviewer: Do you think for two thing you just present, what is the most importance? 54 Interviewee: I think information is the most importance, even small Interviewer: Ok, so you know about the current KPI policy? Do you well known about such policy, is it effective? Interviewee: Of course KPI policy very importance for every company Interviewer: Don’t you well know, right? Interviewee: Yah Interviewer: Do you know for another company, KPI policy is importance? Interviewee: about another company, I don’t know Interviewer: Ok, So you well known about reward policy now apply to Vietnamese staff Interviewee: not much Interviewer: Do you satisfy the attitude of frontline staff as current, staff who daily contact with customers? Like operation, airfreight staff, Sea freight staff? Interviewee: Some time I don’t satisfy, but Interviewer: why? Interviewee: Some time I get complain from customers about attitude of them Interviewer: what kind of attitude? Interviewee: Sometime they didn’t inform enough information so that why they gift some misunderstanding to customers, customers get angry A little bit complicated matter but operation staff always give some money to Customs, Operation staff didn’t inform to customers exactly amount Interviewer: Do you think what kind of requirements of frontline staff need to improve in order to provide the satisfaction to customers? Interviewee: Um I understand they work hard, I don’t much request to them, I believe and I reply on them enough, so just some require honesty, seriously, to in timely manner, just basis attitude Interviewer: Nearly finish, just two more question, now let imagine you have a magic wand that you could wave to change the current situation, which you think it’s better for company’ sales, what would the most thing you should now? No limit resources, what should you in order to receiving better performance, better sales? Interviewee: For company sales, it better to have many own trucks, many trucks and It is better to our own warehouse, we can control cost and we can employ our staff like driver, warehouse operation staff, now we outsource sometime outsource service is not good Interviewer: But, if big warehouse, no customers, how can? Interviewee: Yah, Interviewer: Ok, thinking about next two years, can you see any chance of increasing sales in JUPITER? What is the key services/segment? Interviewee: I already talk you many time, maybe their many inbound shipments from Japan to Vietnam, so I want to get more customers for inbound for food, cosmetic …something like that Interviewer: You mean that key segment is inbound, right? Interviewee: Yes and combine to warehouse business 55 Interviewer: Ok, the last one, anything else you want to say more Interviewee: That is all Interviewer: Thank you very much References Jobber D, Lancaster G Selling and sales management: Pearson education; 2006 Dictionary B BusinessDictionary com 2011 Business dictionary 2010 Calvin R Sales management: McGraw Hill Professional; 2004 Dubinsky AJ, Jolson MA, Anderson RE, Mehta R Salesperson Failure: A Case of Sales Manager Risk and Responsibility Risk Management 2001;3(2):17-28 Anderson E, Oliver RL Perspectives on behavior-based versus outcome-based salesforce control systems The Journal of Marketing 1987:76-88 Schwartz M Fundamentals of sales management for the newly appointed sales manager: AMACOM Div American Mgmt Assn; 2006 Futrell C, Futrell C Fundamentals of selling: Irwin Homewood, IL; 1993 Jackson RW, Hisrich RD Selling and Sales Management Englewood cliffs, NJ: PrenticeHall International Inc; 1996 Powers TL, Jennings JAC, DeCarlo TE An assessment of needed sales management skills Journal of Personal Selling & Sales Management 2014;34(3):206-22 10 Mosca JB, Fazzari A, Buzza J Coaching to win: A systematic approach to achieving productivity through coaching Journal of Business & Economics Research 2010;8(5):115 11 Zoltners AA, Sinha P, Lorimer SE Match your sales force structure to your business life cycle Harvard business review 2006;84(7/8):80 12 Panagopoulos NG, Avlonitis GJ Performance implications of sales strategy: The moderating effects of leadership and environment International Journal of Research in Marketing 2010;27(1):46-57 13 Terho H, Eggert A, Haas A, Ulaga W How sales strategy translates into performance: The role of salesperson customer orientation and value-based selling Industrial Marketing Management 2015;45:12-21 14 Zoltners A, Sinha P, Lorimer S Sales force design for strategic advantage: Springer; 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Territory assign Lack of sales strategy Weak sales management Reduction on existing customers Weak sales leadership Weak sales forces Weak sales activities in Japan Ineffective compensation scheme Continuous