A study on sales force management the case of toyota giai phong from 2002 to 2006

vietnam national university, HANOI hanoi school of business Luu Thi Diep Anh A STUDY ON SALES FORCE MANAGEMENT THE CASE OF TOYOTA GIAI PHONG FROM 2002 TO 2006 Master of business administration thesis Hanoi - 2007 vietnam national university, HANOI hanoi school of business Luu Thi Diep Anh A STUDY ON SALES FORCE MANAGEMENT THE CASE OF TOYOTA GIAI PHONG FROM 2002 TO 2006 Major: Business Administration Code: 60 34 05 Master of business administration thesis Supervisors: Dr Vu Huy Thong dr nguyen viet anh Hanoi – 2007 TABLE OF CONTENT ACKNOWLEDGEMENTS i TABLE OF CONTENT ii LIST OF FIGURES v LIST OF TABLES vi LIST OF CHATS vii INTRODUCTION CHAPTER 1: SALES FORCE MANAGEMENT 1.1 DEFINITION AND THE ROLE OF SALES FORCE MANAGEMENT 1.2 FORMULATION OF A STRATEGIC PROGRAM 1.2.1 Sets goals and objectives 1.2.2 Demand estimation 1.2.3 Determines sales force size and structure 1.2.4 Sales territories 11 1.2.5 Quotas setting 13 1.3 IMPLEMENTATION OF THE SALES PROGRAM 14 1.3.1 Sales force recruitment and selection 14 1.3.2 Sales training 15 1.3.3 Sales Motivating 18 ii 1.3.4 Designing compensation and incentive programs 19 1.4 MEASURING SALES FORCE 22 1.4.1 Measuring Sales Force Productivity Drivers 23 1.4.2 Measuring People and Culture 24 1.4.3 Measuring Activity 25 1.4.4 Measuring Customer Results 26 1.4.5 Measuring Company Results 27 CHAPTER 2: ANALYSIS OF SALES FORCE MANAGEMENT AT TOYOTA GIAI PHONG 28 2.1 INTRODUCTION OF TOYOTA GIAI PHONG 28 2.1.1 TGP history and development 28 2.1.2 Toyota Giai Phong’s organization structure 29 2.1.3 Toyota Giai Phong’s financial competency and facilities 32 2.1.4 TGP’s business performance from 2002 to 2006 34 2.2 THE SALES FORCE MANAGEMENT AT TGP 35 2.2.1 TGP’s sales model 35 2.2.2 Implementation of sales force management at TGP 37 2.3 MEASURING SALES FORCE PRODUCTIVTIES 43 2.3.1 Sales results 44 2.3.2 Customer results 46 iii 2.3.4 Company results 52 CHAPTER 3: SOLUTIONS FOR IMPROVEMENT OF SALES FORCE MANAGEMENT AT TOYOTA GIAI PHONG 55 3.1 THE VIETNAM AUTOMOTIVE TREND 55 3.1.1 The Vietnam’s automotive market trend 55 3.1.2 The Vietnam automotive consumer’s trend 56 3.2 RECOMMENDED A NEW MODEL FOR TGP 56 3.2.1 Demand estimation 56 3.2.2 Sales force structure 57 3.3 IMPROVING QUALITY OF RECRUITMENT AND TRAINING 57 3.4 DEVELOPING CUSTOMER SATISFACTION PROGRAM 57 3.5 APPLY CRM 59 3.5.1 The core of CRM: 59 3.5.2 Benefits of CRM 60 CONCLUSION 62 REFERENCES 63 APPENDICES 64 iv LIST OF FIGURES Figure 1.1 Functional Sales Organization…………………………….…….9 Figure 1.2 Geographical Sales Organization……………………… …….10 Figure 1.3 Sales Organization with Product-Specialized Sales Force…… 10 Figure 1.4 Sales Organization Specialized by Type of Customers….… 11 Figure 2.1 Organization Structure of Toyota Giai Phong…………… ….31 Figure 2.2 Sales force structure at Toyota Giai Phong ………………….36 Figure 3.1 TGP’s sales organization specialize by type of customers … 57 v LIST OF TABLES Table 2.1 Human Resource of TGP…………… ………… 33 Table 2.2 TGP’s performance for years……………………….………34 Table 2.3 TGP’s commission table……………………………….………41 Table 2.4 TGP’s Sales record in 2006……………………………………42 Table 2.5 Average sales volumes per salesperson………………………44 Table 2.6 TGP Customer satisfaction results from 2002 to 2006…… …46 Table 2.7 TGP’s types of customers………… ……………………….…48 Table 2.8 TGP’s sources of customers………………… ………………51 Table 2.9 TGP’s revenues vs profit from 2002 to 2006…………… ….52 vi LIST OF CHATS Chat 2.1 TGP’s business performance from 2002 to 2005……….…….34 Chat 2.2 TGP’s sales volumes in 2006…………………………….……42 Chat Sales volumes per salesperson…………………………………45 Chat 2.4 TGP’s Customers Satisfaction results from 2002 to 2006……46 Chat 2.5 TGP’s type of customers………………………………………48 Chat 2.6 TGP’s source of customers ……………………………………51 Chat 2.7 TGP’s revenues vs profit from 2002 to 2006……………….…52 Chat 2.8 TGP’s market share……………………………… ………….54 vii INTRODUCTION THE PROBLEMS: Sales force is a powerful asset of selling organizations It is a crucial factor contributes to the success and stable development of the firm A good sales force management can help the company to increase productivities as well as its competitive advantages In Vietnam auto market, the tough competition between well-known brand such as Toyota (Japan), Ford (America), Mitsubishi (Japan), Mazda (Japan), Isuzu (Japan), Suzuki (Japan), Daihatsu (Japan), Honda (Japan), Mercedes (Germany), BMW (Germany), Kia (Korea), GM-Daewoo (Korea), besides, there are local manufacturers: Truong Hai, Xuan Kien auto and Chinese low-cost imported cars make the auto dealers face many difficulties Toyota Giai Phong, of dealers in the North and of 15 dealers of Toyota in Viet Nam, has three main functions: Toyota car sales – introduction, warranty, maintenance, repair service supply and genuine part supply It is tougher for Toyota Giai Phong because it compete not only with other brands dealers, but also with 14 other Toyota dealers in Viet Nam After years operation, Toyota Giai Phong has significant achievements but it usually in the 3rd rank of Toyota Vietnam’s dealers Customer satisfaction is not as high as expected, sometime it is lower than average scores The thesis “A study on sales force management – the case of Toyota Giai Phong from 2002 to 2006” is aimed to study and propose solutions to improve sales force management at Toyota Giai phong and can be applied for other dealers of Toyota Vietnam OBJECTIVES AND AIMS: Literature review about the sales force management like: designing sales force strategy and structure, recruiting and selecting, training, evaluating, compensating, and measuring sales force productivity Base on Toyota Giai Phong’s sales force performance analysis, the thesis propose solutions for improvement of sales force management at Toyota Giai Phong RESEARCH QUESTION: The thesis uses some questions as follows to make clear the situation of Toyota Giai Phong and propose solution: - What Toyota Giai Phong has been done so far? - What Toyota Giai Phong can to develop sales force management? - What conditions need to make Toyota Giai Phong improve Sales force management? SCOPE OF WORK: The thesis studies on sales force management process as well as factors influence and measurements sales force productivity at Toyota Giai Phong from 2002 to 2006 DATA SOURCES: The thesis bases on textbook of sales force management; human resource management, and some websites related to this topic also use to collect 3.3 IMPROVING QUALITY OF RECRUITMENT AND TRAINING  Sales force is a value asset of TGP, it is an important factor for the success of the company The winning opportunities in competition with other competitors are depending on sales force’s quality So, it is necessary to invest in human resource development  Recruitment is most important function in human resource management In order to save cost and contribute to the development of the firm, TGP should concentrate on recruiting qualified people The ones who have ability to bring benefit to TGP Moreover, TGP needs to focus on careful selection of both existing and new sales staff  Training is also a matter what TGP need to concern In order to meet the tough requirement of the job as well as customers, sales manager and salespeople must attend all training programs TGP also should diversify training programs and evaluate them carefully At the moment, TGP only train about product knowledge and selling skill, it is necessary to organize training program for new sales staff and experience ones The sales manager also need to be trained about leadership skill, problem solving skill, … 3.4 DEVELOPING CUSTOMER SATISFACTION PROGRAM  Strengthening activities on customer demands This is an important solution to enhance TGP’s business performance, attract new customer, and maintain the existing ones In the coming times, TGP need to focus on this issue to satisfy customer by professional sales force, quality of product and service TGP also need to 58 collect, analyze customer’s information from survey, interview as the CS form (see the appendix no 2)  The crucial thing is TGP has to satisfy its customers To pass challenges in the future and promote customer satisfaction activities, TGP need spending more concern on the role of customer service section CS staff are needed to be well trained to improve knowledge and skill and working in excellent facility environment The investment of CS section is the way TGP maintain it market and face to new competitive trend Customer care manners and good promotion programs that need to strengthen are:  Thanking letter and gift after purchasing  Free services (oil changing, periodical maintenance…)  Driving trial program  Invitation letter to promotion program  Cooperate with other supplier as Mailinh taxi, Fivimart, Coopmart, Citymart, Baoson Hotell,… in order to issue free coupons for customers 3.5 APPLY CRM 3.5.1 The core of CRM: CRM is the building and maintenance of long-term customer relationships The relationship delivers value to customer, and profits to companies The relationship is supported by cutting edge IT The business strategy is based 59 upon the recruitment, retention and extension of products, services, solutions or experiences to customers CRM focus on main issues:  Collect information to understand more about customers and prospects  Base on that understanding to supply the best product to customers and make them satisfy 3.5.2 Benefits of CRM  Save cost: Save cost the first benefit which CRM brings to organizations According to reports of the firms, cost for new customers is 5-15 time higher than maintain the old ones (Paul Gray and Jongbok Byun, 2001) To 2006, total customers of Toyota Giai Phong were about 8,000 ones TGP will save a huge amount of money if it applies CRM effectively  Achieve customer satisfaction and loyalty: Using CRM effectively can help the company approach the customer easier, serve them better and make customer satisfaction and loyalty When customer satisfied, they tend to by more and tend to be less price-sensitive Moreover, they may provide free word-of-mouth advertising and referrals, the most effective marketing It is the fact that satisfaction of TGP’s customers are not high, CRM can help TGP to improve its CS level  Increase profit: Save cost and increase sales volumes will make the firm more profits, this is the purpose of the company when setting the CRM strategy The company 60 can have 45% of profit by rising 5% of loyal customers (Paul Gray and Jongbok Byun, 2001)  Improve sales management: Board of Directors and sales manager of TGP can manage sales force more effectively through procedures stipulated in CRM system 61 CONCLUSION In the tough competitive environment of automobile market, sales force management is really a big challenge to sales managers In order to enhance competitive competency and meet the demands of customers, selling organizations should concentrate on sales force management effectively The thesis satisfies the objective was setting It specifies the necessary of sales force management in both theory and practice The main results of the thesis are:  Clarify the theory on sales force management  Present and analyze the implementation of sales force management at TGP  Propose solutions to improve sales force management at TGP: o Recommend new sales model for TGP o Enhance the quality of recruitment and training o Improve the customer satisfaction o Apply CRM The author suggests above solutions at the aim to build a professional sales force and to manage it effectively for Toyota Giai Phong as well as other dealers of Toyota Vietnam 62 REFERENCES Andris A Zoltners, Prabhakant Sinha, Sally E Lorimer(2001), The Complete Guide to Accelerating Sales Force Performance, 1st edition, Amacom Gilbert A Churchill, Jr., Neil M Ford, Orville C Walker, Jr.(1997), Sales Force Management, 5th edition, McGraw-Hill Paul Gray Jongbok Byun(2001), Customer Relationship Management, Claremont Graduate School Robert J Calvin.(2000), Sales Management, the McGraw-Hill executive MBA Rosann Spiro, William J Stanton, Greg A Rich(2003), Management of a sales force , McGraw Hill Raymond A.Noe, John R.Hollenbeck, Barry Gerhart, Patrick M.Wright(1996), Human Resource Management, 2nd edition, McGrawHill Toyota Vietnam’s sales report in 2002/2003/2004/2005/2006 Toyota Giai Phong’s sales report in 2002/2003/2004/2005/2006 Toyota Giai Phong’s training documents 10 Toyota Giai Phong’s human resource report 2nd quarter of 2007 11 Toyota Giai customer Phong’s satisfaction report 2002/2003/2004/2005/2006 12 Toyota Giai Phong’s financial report in 2002/2003/2004/2005/2006 13 http://www.allbusiness.com/sales/sales-management/795-1.html 14 http://www.carviet.com/default.asp?mn1=1&mn2=1&id=2694 15 http://www.marketingpower.com/mg-dictionary-view2715.php 16 http://www.vama.org.vn/login.php?msg=loginmedia 17 http://vietnamnet.vn/kinhte/thitruong/2006/02/540161/ 63 APPENDICES Appendix 1: PROBATION EVALUATION Date: Department Position Items Categories Name Probational period Level Content Honesty& Responsibility responsibility to assigned job A Enthusiatism to work, Hard working T hard working spirit T Good cooperate and I Cooperation relation with T colleague U Regulation Follow company's D following labor regulations E Situation of absence, Working time presence, late coming following and early leave Development Development ability ability in performing job A Work Result of assigned B performance jobs I quality L Completion work 8.Work quantity I quantity T Ability and job Ability Y requirements 10 Work Accuracy and perfect performance in performing work Development Future development expectation Current health Health status status Other categories A B C D E Selfevaluating Evaluated by Mgr/Head Director Mgr (1) (2) 9-10 7-8 5-6 3-4 1-2 9-10 7-8 5-6 3-4 1-2 9-10 7-8 5-6 3-4 1-2 9-10 7-8 5-6 3-4 1-2 9-10 7-8 5-6 3-4 1-2 9-10 7-8 5-6 3-4 1-2 9-10 7-8 5-6 3-4 1-2 9-10 7-8 5-6 3-4 1-2 9-10 7-8 5-6 3-4 1-2 9-10 7-8 5-6 3-4 1-2 9-10 7-8 5-6 3-4 1-2 9-10 7-8 5-6 3-4 1-2 9-10 7-8 5-6 3-4 1-2 Total point Average point (1) + (2) Signature * If average point is under 96, the official labor contract will not be signed Opinions of Mgr/ Head Mgr Opinions of Director General evaluation 64 Appendix 2: BẢNG TÌM HIỂU Ý KIẾN KHÁCH HÀNG VỀ QUÁ TRÌNH BÁN VÀ GIAO XE CỦA TOYOTA GIẢI PHÓNG Ngày…/2007 Nơi gửi: Phịng Khách Hàng, Cơng ty TGP-807 Giải Phóng - HN Điện thoại nóng: 046-6640859 Họ tên người trả lời:…… (người trực tiếp đến TGP để ký hợp đồng & nhận xe) Họ tên chủ xe: Điện thoại nhà riêng: Địa chỉ: Điện thoại quan: Kiểu xe: Hiace (Camry, Corolla, Hiace, Zace) Fax: Xin Quý vị vui lòng đánh dấu (v) vào  thích hợp câu hỏi đây, phản ánh cách chân thật cảm nghĩ Q vị q trình bán giao xe TGP Xuất sắc  Trang Vị trí TGP thuận tiện thiết bị Nơi đỗ xe thuận lợi  phòng  Phòng trưng bày gọn gàng, trưng Nhân viên bán hàng lịch sự, nhã nhặn  bày thân thiện Nhân viên bán hàng có kiến thức  xe TOYOTA Nhân viên bán hàng thực đầy đủ  lời hứa thỏa thuận Nhân viên bán hàng giải thích chi tết  đặc tính kỹ thuật xe TOYOTA Nhân viên bán hàng giải thích rõ  tốn, bảo hiểm đăng ký xe Qúi vị cảm thấy thoải mái  phòng trưng bày (điều hòa, nước uống) 10 Catalogue loại xe Toyota có  đầy đủ & xếp ngăn nắp 65 Trung Kém bình Tốt Khá                                         Rất hẹn 11 Xe quí vị giao  Quá trình ngày, thỏa giao xe Khá hẹn  Đúng Sai hẹn Rất sai hẹn hẹn    thuận     12 Q vị có hài lịng với  bên & bên xe giao?     13 Nhân viên bán hàng giải  thích đầy đủ cách sử dụng điều khiển phận xe     14 Nhân viên bán hàng giải  thích đầy đủ sách bảo hành TOYOTA     15 Nhân viên bán hàng giải  thích rõ chế độ bảo dưỡng định kỳ TOYOTA quy định     16 Lúc giao xe nhân viên bán  hàng có giới thiệu cố vấn dịch vụ với quí vị     17 Nhân viên bán hàng giải  thích rõ Câu lạc TOYOTA Rất 18 Nhìn chung, q vị có hài Rất hài hài lịng Đơi chút Khơng lịng hài lịng hài lịng khơng hài lịng với kỹ bán hàng lịng nhân viên bán hàng khơng?       Liên hệ 20 Nếu người bạn hay  Có  Có thể  Có  Có sau người thân q vị có nhu cầu giới thiệu giới thiệu thể giới thể không Không thiệu giới thiệu giới thiệu bán mua xe TOYOTA, q vị có giới hàng khơng thiệu đến TGP khơng?   Rất 21 Q vị có hài lịng với  Rất  Hài  Đơi hài lịng lịng chút hài Khơng khơng hài định mua xe TOYOTA lịng hài lịng lịng khơng? mà 22 Khi có ý định đổi xe khác, q vị 66  Tiếp tục chọn  Có thể tiếp tục TOYOTA chọn xe TGP TOYOTA TGP không thất vọng  Có  Có thể chọn thể khơng khơng  Chắc chắn khơng Từ lúc nhận xe tới nay, xe q vị có xảy trục trặc, hư hỏng khơng? Nếu có xin q vị vui lịng đánh dấu phận bị hư hỏng vào ô tương ứng liệt kê Phần khí Phần thiết bị xe Xe Động (rung, giật, nóng) TOYOTA Hệ thống điện động (máy đề, nạp…) Hệ thống nhiên liệu (khí thải, chế hịa khí) Hộp số (khó sang số) Hệ thống truyền lực (bị rung) Hệ thống lái(lắc lư, bị kép lệch sang bên) Hệ thống treo (tiếng ồn đường xóc) Hệ thống phanh (hiệu phanh) 13 Nội thất (thảm sàn, ốp cửa) 14 Ghế (đai an toàn, bọc đệm ghế) 15 Hệ thống điều hịa khơng khí/sưởi ấm không đủ 16 Hệ thống âm (Radio, CD, DVD) 17 Các công tắc (đèn, gạt 18 nước, xi nhan) Bảng đồng hồ (đồng hồ nhiên liệu, công tơ mét) 19 Các thiết bị phụ trợ (đồng hồ, sổ điện) Xe TOYOTA Hình dáng bên ngồi Thân xe (Độ kín khít cánh cửa) 10 Bề mặt sơn (sạn, xước) 11 Các mặt kính (cửa, hơng xe, chắn gió) 12 Tổng quát 20 21 chạy (xin nêu rõ vị trí) 22 Ngoại thất (nẹp, gương) Bị rị nước (nêu rõ vị trí) Tiếng ồn gió xe 23 Tiếng rít phanh, tiếng va đập kim loại (nêu rõ vị trí) Những vấn đề khác (xin nêu rõ vị trí) Tổng quát * Quý vị mua xe với giá thực tế USD: * Quý vị có nhận giảm giá, hoa hồng hay  Có Nếu có xin q vị vui lòng ghi ưu đãi mua xe không? cụ thể VD: tiền mặt, đầu đĩa CD)  Khơng Để hồn thiện hoạt động bán giao xe Toyota Giải Phóng, xin Q vị vui lòng ghi xuống cảm nghĩ chân thật Xin chân thành cảm ơn hợp tác Quí vị! 67 Appendix 3: SALES REPORT IN 2002 (BY DEALERS) Month Dealer TTHC THKC TGP TDN ASTA TBTC TESC TTSAMCO TBH DS/TASS Total North Midle South Total 10 11 12 Total 82 140 86 29 66 79 96 60 50 80 56 18 40 53 50 25 56 77 63 18 51 71 76 53 60 86 61 18 68 70 81 74 70 102 80 22 65 71 94 61 83 113 91 25 62 70 96 100 36 70 47 31 44 68 55 53 12 44 95 67 25 54 81 95 52 15 60 75 75 26 52 63 88 70 20 80 85 91 25 68 87 95 67 21 115 150 116 35 92 105 126 80 23 139 210 202 38 105 139 211 114 32 638 372 465 518 565 640 416 528 529 619 842 1190 875 1283 1035 310 767 957 1163 809 123 13 7335 308 29 301 638 186 18 168 372 196 18 251 465 207 18 293 518 252 22 291 565 287 25 328 640 153 31 232 416 206 25 297 528 210 26 293 529 10 256 25 338 619 11 381 35 426 842 12 551 38 601 1190 Total 3193 310 3819 7322 (Source: Toyota Motor Vietnam) 68 Appendix 4: SALES REPORT IN 2003 (BY DEALERS) Month Dealer TTHC THKC TGP TDN ASTA TBTC TESC TTSAMCO TLTK TBH DS/TASS Total North Midle South Total 151 244 200 46 99 135 179 137 40 42 1277 595 46 632 1273 75 100 99 34 63 69 109 82 50 60 65 27 41 51 73 48 90 101 110 33 87 96 148 91 91 127 116 33 78 85 146 84 96 134 120 40 75 94 132 97 98 150 119 33 86 105 146 88 26 661 16 432 29 788 28 792 34 824 32 858 103 145 135 35 77 98 169 89 19 34 905 274 34 349 657 175 27 229 431 301 33 451 785 334 33 421 788 350 40 432 822 367 33 457 857 383 35 486 904 10 11 12 Total 118 216 162 35 89 117 165 94 42 31 1072 143 235 187 50 107 152 204 138 57 49 1324 150 233 174 49 116 126 226 121 85 47 1331 163 267 219 88 118 128 247 136 83 47 1505 1328 2012 1706 503 1036 1256 1944 1205 326 415 38 11769 496 35 538 1069 10 565 50 707 1322 11 557 49 721 1327 12 649 88 759 1496 Total 5046 503 6182 11731 (Source: Toyota Motor Vietnam) 69 Appendix 5: SALES REPORT IN 2004 (BY DEALERS) Month Dealer TTHC THKC TGP THP TDN ASTA TBTC TESC TTSAMCO TLTK TBH DS/TASS Total North Midle South Total 68 108 88 15 21 57 80 90 55 70 32 77 105 117 111 140 111 63 75 66 40 56 43 74 99 93 78 100 131 83 126 132 24 47 74 90 40 55 36 667 44 80 113 103 94 61 46 905 19 34 70 109 39 63 33 571 15 33 42 74 46 64 29 442 26 60 75 100 67 68 28 690 34 62 81 104 68 68 34 760 22 68 75 98 48 69 41 762 92 159 124 10 25 69 77 112 57 72 37 835 299 24 342 665 362 44 497 903 204 19 348 571 139 15 288 442 266 26 398 690 309 34 417 760 341 22 399 762 385 25 424 834 10 11 12 Total 684 107 174 123 21 34 64 75 146 82 72 30 930 103 173 124 23 40 56 69 134 92 76 21 912 122 211 104 31 52 76 76 142 98 54 25 992 1018 1526 1256 100 356 706 907 1302 786 792 392 9150 279 21 384 684 10 425 34 469 928 11 423 40 448 911 12 468 52 471 991 Total 3900 356 4885 9141 (Source: Toyota Motor Vietnam) 70 Appendix 6: SALES REPORT IN 2005 (BY DEALERS) Month Dealer TTHC THKC TGP TTL THP TDN TBMT ASTA TBTC TESC TTSAMCO TLTK TBH DS/TASS Total North Midle South Total 10 83 104 125 45 20 22 13 46 85 105 101 70 55 875 97 114 121 104 20 28 17 60 103 134 161 79 69 1109 377 35 462 874 10 11 12 Total 456 193 851 5085 45 33 27 356 606 418 892 6357 1107 644 1770 11798 (Source: Toyota Motor Vietnam) 78 107 106 55 83 81 98 114 138 110 147 121 128 143 184 150 224 203 76 104 163 28 26 19 18 23 30 22 26 45 32 33 38 20 22 47 62 95 49 68 43 711 33 39 81 41 49 26 526 59 71 138 73 94 49 887 62 73 136 79 85 74 935 77 118 196 94 107 47 94 119 167 111 157 76 55 101 133 91 87 55 1171 1372 907 76 149 143 11 26 23 45 95 86 93 92 57 898 319 26 364 709 238 18 269 525 373 30 484 887 400 26 509 935 500 32 639 1171 610 38 724 1372 363 22 522 907 405 24 468 897 71 11 26 38 72 54 13 20 24 47 153 92 62 40 647 12 158 225 285 167 16 23 43 128 250 279 147 45 1775 Total 1135 1552 1742 381 275 301 55 645 1041 1674 1264 1097 636 15 11813 Appendix 6: SALES REPORT IN 2006 (BY DEALERS) Month Dealer TTHC THKC TGP TTL TMD THP TDN TBMT ASTA TBTC TESC TTSAMCO TLTK THTC TBH DS/TASS Total North Midle South Total 67 101 118 85 10 55 57 79 55 43 18 20 10 60 107 108 154 86 40 61 957 84 77 112 75 57 20 21 14 64 122 123 133 114 33 69 1120 123 94 138 143 115 32 29 14 58 117 159 164 129 81 77 1480 79 79 113 111 121 21 19 14 54 102 149 151 92 60 56 1222 100 84 122 134 94 31 30 25 77 121 141 160 140 64 61 1385 45 42 70 112 54 18 31 24 90 140 171 160 152 77 73 1260 67 40 105 131 100 19 29 86 142 178 143 150 67 76 1341 307 30 616 953 425 35 658 1118 645 43 785 1473 524 33 664 1221 565 55 764 1384 341 55 863 1259 10 11 12 Total 462 355 1117 5650 34 51 61 473 842 846 1390 8629 1338 1252 2568 14752 (Source: Toyota Motor Vietnam) 18 23 41 75 99 73 53 65 89 46 87 18 30 74 63 81 40 50 811 41 659 27 42 79 24 40 10 11 54 86 92 102 92 50 728 389 29 391 809 303 26 329 658 217 21 481 719 72 11 60 71 86 60 65 13 29 22 77 140 191 154 148 59 77 1252 12 150 116 208 470 123 50 26 35 110 225 294 281 259 95 126 2569 Total 922 892 1276 1487 819 254 285 188 801 1451 1768 1756 1455 581 817 32 14784 ... ? ?A study on sales force management – the case of Toyota Giai Phong from 2002 to 2006? ?? is aimed to study and propose solutions to improve sales force management at Toyota Giai phong and can be applied... forces management Chapter 2: Analysis of sales forces management at Toyota Giai Phong Chapter 3: Solutions to improve sales force management at Toyota Giai Phong CHAPTER 1: SALES FORCE MANAGEMENT. .. analyze sales force management at Toyota Giai Phong to propose solutions to develop sales force management at Toyota Giai Phong Propose solutions to build a perfect sales team for Toyota Giai Phong,