MINISTRY OF EDUCATION AND TRAINING

UNIVERSITY OF ECONOMY - FINANCE HCMC

--------------------------
FINAL REPORT
SALES MANAGEMENT

TOPIC
VISSAN’S SALES MANAGEMENT SYSTEM

Instructors: Nguyen Duc Cong

Group 3:
1. Vu Hoai Phuong
2. Nguyen Hoang My
3. Thai Bao Yen
4. Tran Nguyen Thanh Tai
5. Le Thi Thanh Thao

Ho Chi Minh City_Year 2023

 DESCRIPTION TABLE
% contribution
Full name Student ID Task
of the task
Sales staff recruitment,
Vu Hoai Phuong 205012395 Sales training, 100%
Compilation and editing
Sales organization,
Nguyen Hoang My 205015685 100%
Sales target & sales budget.
Motivating sales personal,
Thai Bao Yen 205014597 100%
Evaluation
Tran Nguyen About the company
205015978 100%
Thanh Tai (Overview, Vission,)
About the company
(Core value, Main Product,
Le Thi Thanh Thao 205013488 Mission), 100%
Support for Vissan and
Sales Target diagrams

2
CONTENTS
ACKNOWLEDGEMENTS ...................................................................................................... 8
A. ABOUT THE COMPANY .............................................................................................. 9
I. Overview ........................................................................................................................ 9
II. Vision ......................................................................................................................... 9
III. Mission ..................................................................................................................... 10
IV. Core Value ................................................................................................................ 10
V. Main Product ................................................................................................................ 11
1. General product introduction ........................................................................................ 11
2. Main products of Vissan ............................................................................................... 12
B. SALES STRATEGY ..................................................................................................... 14
I. SALES ORGANIZATION ............................................................................................ 14
1. What is a sales organization? ..................................................................................... 14
2. Purposes of sales organization.................................................................................... 15
2.1. To Permit the Development of Specialists ......................................................................... 15
2.2. To Assure that All Necessary Activities Are Performed .................................................. 16
2.3. To Achieve Coordination or Balance ................................................................................. 16
2.4. To Define Authority ............................................................................................................. 17
2.5. To Economize on Executive Time....................................................................................... 17
3. Setting up a sales organization ................................................................................... 17
3.1. Five major steps ................................................................................................................... 17
3.1.1. Defining the objectives. ...................................................................................................... 17
3.1.2. Delineating the necessary activities ................................................................................... 18
3.1.3. Grouping activities into “jobs” or “positions.” ................................................................. 18
3.1.4. Assigning personnel to positions ....................................................................................... 19
3.1.5. Providing for coordination and control............................................................................. 19
4. Basic types of sales organizational structures.............................................................. 19
4.1. Functional Structure ............................................................................................................ 20
4.2. Geographic Structure .......................................................................................................... 20
4.3. Market-Based Structure ...................................................................................................... 21
4.4. Product Sales Force Structure ............................................................................................ 22
5. Centralization versus decentralization in sales force management ............................... 23
6. Schemes for dividing line authority in the sales organization ....................................... 23
6.1. Geographic Division of Line Authority .............................................................................. 24
6.2. Product Division of Line Authority .................................................................................... 24
6.3. Customer (or Marketing Channel) Division of Line Authority ....................................... 24

3
 6.4. Dividing Line Authority on More than One Basis ............................................................ 25
7. Vissan's sales organization ......................................................................................... 25
II. SALES TARGET & SALES BUDGET ...................................................................... 27
1. Sales Budget ............................................................................................................... 27
1.1. What is a sales budget?........................................................................................................ 27
1.2. The role of sales budget ....................................................................................................... 27
1.3. Sales budgeting method ....................................................................................................... 28
1.4. Sales budget content............................................................................................................. 28
1.5. Vissan's sales budget ........................................................................................................... 30
2. Sales Target. ............................................................................................................. 33
2.1. What is the sales Target?..................................................................................................... 33
2.2. The Power of Goal Setting and Effective Sales Management .......................................... 34
2.3. Popular buying and selling targets ..................................................................................... 34
2.3.1. Objectives to improve the capacity of the sales team ........................................................ 34
2.3.2. Product sales goal .............................................................................................................. 34
2.3.3. The goal is to attract and retain customers ....................................................................... 35
2.4. Solutions for businesses to become sales goals .................................................................. 35
2.4.1. Accurately assess the capacity of the sales team ............................................................... 35
2.4.2. Keep a close eye on the progress towards the goal............................................................ 36
2.4.3. Reward and punishment .................................................................................................... 36
2.5. Set sales goals........................................................................................................................ 36
2.6. Vissan's sales target ............................................................................................................. 36
2.7. Salesperson of Vissan’s Target ........................................................................................... 40
III. SALES STAFF RECRUITMENT .............................................................................. 40
1. What is sales staff recruitment? ................................................................................. 40
2. Which comes first, recruitment or selection? .............................................................. 41
3. Steps to recruit staff .................................................................................................. 41
3.1. Determine the number of salespeople needed ................................................................... 42
3.2. Make a recruitment plan ..................................................................................................... 42
3.3. Analyze the job ..................................................................................................................... 43
3.3.1. What is job analysis?.......................................................................................................... 43
3.3.2. Meaning and role of job analysis ...................................................................................... 44
3.3.3. Information to perform job analysis.................................................................................. 44
3.3.4. Sequence of performing job analysis................................................................................. 44
3.4. Job description ..................................................................................................................... 44
3.4.1. Purpose of the Job Description.......................................................................................... 44

4
 3.4.2. When should it be completed? ........................................................................................... 45
3.5. Source of sales force recruitment ....................................................................................... 45
3.6. Screening profiles ................................................................................................................. 45
3.7. Interview ............................................................................................................................... 46
3.8. Evaluation ............................................................................................................................. 47
3.9. Official application............................................................................................................... 48
4. Vissan's recruitment process...................................................................................... 48
4.1. How to determine the number of salespeople needed by Vissan ..................................... 49
4.2. Vissan's recruitment plan.................................................................................................... 49
4.3. Vissan's job analysis............................................................................................................. 50
4.4. Vissan’s job requirement..................................................................................................... 51
4.5. Vissan's sales force recruitment source.............................................................................. 56
4.6. Screening profiles ................................................................................................................. 57
4.7. Interview ............................................................................................................................... 58
4.8. Evaluation ............................................................................................................................. 58
4.9. Official application............................................................................................................... 59
IV. SALES TRAINING ..................................................................................................... 60
1. What is sales training? .............................................................................................. 60
2. What are the benefits of sales training? ...................................................................... 61
3. The Training Process................................................................................................. 63
3.1. Needs assessment .................................................................................................................. 64
3.2. Deriving Instructional Objectives....................................................................................... 64
3.3. Designing Training Programme ......................................................................................... 65
3.3.1. What should be the primary emphasis in the training program?..................................... 65
3.3.2. Selecting training methods ................................................................................................ 69
3.4. Implementation of the Training Programme .................................................................... 71
3.5. Evaluation of the Training Programme ............................................................................. 71
4. How Vissan trains sales staff ...................................................................................... 73
4.1. Assessing training needs of Vissan ..................................................................................... 73
4.2. Vissan's sales staff training goals ........................................................................................ 74
4.3. Content in training program and training methods of Vissan......................................... 74
V. MOTIVATING SALES PERSONNEL .......................................................................... 78
1. What is Motivating Sales personnel? .......................................................................... 78
1.1. Meaning ................................................................................................................................ 78
1.2. Target .................................................................................................................................... 79
1.3. Types of Sales Motivation.................................................................................................... 80

5
 2. Why do salespeople need motivation? ........................................................................ 81
2.1. The inherent nature of the sales job ................................................................................... 81
2.2. What makes salespeople lose motivation? ......................................................................... 81
2.3. What motivates salespeople?............................................................................................... 82
2.4. The benefits of motivating salespeople ............................................................................... 84
3. Salespeople needs ...................................................................................................... 84
4. Motivation strategies for salespeople .......................................................................... 86
5. How Vissan motivates salespeople................................................................................ 88
5.1. The goal of Vissan's sales staff motivation ......................................................................... 88
5.2. When Vissan noticed the salesperson lost motivation ...................................................... 88
5.3. Vissan felt like a salesman's demand.................................................................................. 89
5.4. How does Vissan offer strategies to motivate employees? ................................................ 91
VI. EVALUATION ......................................................................................................... 92
1. The relationship of performance to sales goals ............................................................ 92
1.1. Performance standards........................................................................................................ 92
1.2. Relationship of performance to sales goals ........................................................................ 93
2. Evaluate sales performance ....................................................................................... 94
2.1. What is a sales performance assessment? .......................................................................... 94
2.2. Why is it important to evaluate sales performance? ......................................................... 95
2.3. How does leadership evaluate the performance of salespeople?...................................... 95
2.4. Evaluation - compare actual performance with benchmarks .......................................... 96
3. How Vissan Measures Salesperson Performance ........................................................ 97
3.1. Relationship of performance to Vissan's sales goals ......................................................... 97
3.2. How Vissan's leadership evaluate salespeople's performance ......................................... 98
3.3. From Used for Assigning Quantitative Performance Standards To Sales Personnel of
Vissan ........................................................................................................................................... 99
3.4. Vissan's employee sales performance evaluation sheet .................................................. 100
VII. SALES PROCESS................................................................................................... 102
1. Theory of 8 steps to selling......................................................................................... 102
1.1. Prospecting ......................................................................................................................... 102
1.2. Pre-approach ...................................................................................................................... 102
1.3. Approach ............................................................................................................................ 103
1.4. Need identification ............................................................................................................. 103
1.5. Presentation ........................................................................................................................ 103
1.6. Handling objectives ............................................................................................................ 104
1.7. Closing the sales ................................................................................................................. 104

6
 1.8. Implementation .................................................................................................................. 105
2. Sales scenario .......................................................................................................... 105
C. REFERENCES ........................................................................................................... 117

CONTENTS OF PICTURE
Picture 1: Vissan's revenue by product ......................................................................... 12
Picture 2: Functional Structure Diagram ...................................................................... 20
Picture 3: Geographic Structure Diagram ................................................................... 21
Picture 4: Market-Based Structure Diagram ................................................................ 22
Picture 5: Product Sales Force Structure Diagram ....................................................... 23
Picture 6: The diagram of Vissan organizational ......................................................... 26
Picture 7: Vissan's Recruitment Notice ........................................................................ 51
Picture 8: Source: RAIN Group Sales Research Center ............................................... 61
Picture 9: Source: RAIN Group Sales Research Center ............................................... 61
Picture 10: The training process consists of 5 steps ..................................................... 63
Picture 11: Maslow’s Hierarchy of Needs.................................................................... 85

CONTENTS OF TABLE
Table 1: Business activity report .................................................................................. 31
Table 2: Basic selling expenses .................................................................................... 31
Table 3: Effective sales training benefits ..................................................................... 63
Table 4: From Used for Assigning Quantitative Performance Standards To Sales
Personnel of Vissan .................................................................................................... 100
Table 5: Vissan's employee sales performance evaluation sheet ............................... 102

7
ACKNOWLEDGEMENTS
First of all, our group would like to express our sincere thanks to the University of
Economics Ho Chi Minh City for bringing Sales Management into the curriculum. In
particular, the group would like to express our deep thanks to the subject lecturer - Mr.
Nguyen Duc Cong for teaching, passing on valuable knowledge to us during the past
study time. During the time participating in the teacher's class, we have gained more
useful knowledge, effective and serious learning spirit. This will definitely be the most
valuable knowledge, a knowledge baggage to prove that we can firmly take the next
step. Sales Management is an extremely useful and practical subject. Ensure to provide
enough knowledge, associated with practice. However, due to limited knowledge and
ability to acquire practical knowledge, there are still many surprises. Our group has tried
to complete the report but there are still many shortcomings and inaccuracies, we hope
that you will consider and comment to improve my group's report.
Our team sincerely thank you!
Group 3

8
 A. ABOUT THE COMPANY
I. Overview
Vissan's full name is "Vietnam Animal Products Industry Joint Stock Company"
was established on November 20, 1970 and went into production and business
operations from May 18, 1974. Currently, Vissan is one of the leading enterprises in the
food industry in the country, specializing in the production and supply of frozen meat
products, fresh meat, processed foods and canned products..In the market Currently,
Vissan holds 75% of the sausage market share, 65% of the sausage market, 40% of the
frozen food market, 30% of the sausage market share, 20% of the canned food market
share... issue certificates to ensure food hygiene and safety for all products that Vissan
produces and distributes. Vissan has been awarded with awards from prestigious
organizations and agencies such as Labor Hero Title, Labor Medals I, II, III. Vang Dat
Viet", "Strong Brand"... Vissan's distribution system is diversified with 59 introductory
stores, 87 agents, 116 distributors, more than 130,000 points of sale nationwide. In
addition, products are also exported to the US, Singapore, Korea, Germany, Russia,
Laos…

II. Vision
In 2023, the world economic situation is forecasted to slow down, increase the
possibility of a recession in the short term, pressure on interest rates, rising exchange
rate, high inflation, and decreasing purchasing power are still big challenges for the
economy. with Vietnamese enterprises in general and production and business activities
of Vissan Company in particular. Facing those challenges, Vissan sets a growth target
in 2023 with total revenue of VND 4,100 billion, profit before tax expected to reach
VND 182 billion, output of fresh food and processed food at 12,270 respectively. tons
and 27,000 tons.
In order to fulfill the set targets, the company has developed solutions to well
prepare raw materials such as: continue to promote the strategy of developing live pig
materials in the direction of Feed - Farm - Food, build building links and cooperation
on raw material sources of live pigs with large breeding units to ensure a stable source

9
of live pigs in the long term. The company will focus on expanding the business of pork
and beef products to many different distribution channels, especially focusing on online
sales channels; promote diversification of fresh products; deploying a business plan for
blister tray products, following the cool meat production process and packing according
to MAP technology with a beautiful and modern tray packaging to increase product
quality, in line with the trend.
For the processed food industry in 2023, the focus will be on researching and
diversifying the product line of tablets and canned products with many price segments
suitable for many different customer segments… Accelerating the work, selling goods
online through the website Vissanmart.com and existing e-commerce platforms; at the
same time, the cooperation agreement to put VISSAN products on new e-commerce
sites (Lazada, cookie ...). Strengthen and expand cooperation relationships with existing
B2B customers and seek new customers; promote sales in order to increase the coverage
of goods, expand the display area in traditional and modern sales channels; review and
propose a new model for business activities in traditional markets.

III. Mission
They are connected to the community, customers, and partners by reputation and
quality food that brings about abundant energy. The interests of consumers are our
lodestar in creating the core values, mission, and motto of the Vissan brand all the way
through development.

IV. Core Value

Every daily activity of Vissan, every thought and action of each member of
Vissan aims to bring a new vitality to the community. Vissan has continuously
improved the technology, food processing formula towards the ultimate safety, meeting
a comprehensive value chain’s requirements from safe raw materials to high-quality
finished products bringing the best experience to valuable customers in terms of
nutrition, unique and delicious flavor.
Therefore, all activities of Vissan towards the community’s benefits are based on 08
core values:

10
 ➢Friendly: An inclusive working environment, building a spirit of solidarity,
helping each other. Contributing to the community’s health and well-being
➢Trendy: improving technology and food processing formula to meet customer
needs
➢Healthy & Safe: Ensuring food safety and quality from raw materials to
finished products
➢Convenient: Constantly building strategies and models to help customers buy
easily and conveniently.
➢Professional: We aim to set the standard in the professional working
environment. The pursuit of professionalism takes many forms, but in every setting, we
strive to get the best out of everything.
➢Tasteful: Products with delicious and unique flavors
➢Culinary: The processing area is clean and the processors are constantly trying
to ensure product quality.
➢Vitalistic: Efforts to stand firmly in the market.

V. Main Product
1. General product introduction

With the strategic direction of penetrating the market by quality, food hygiene
and safety; Vissan has been implementing a closed integration process in the production
lines and is constantly improving this process to ensure the improvement of the
product's quality. Vissan products now have a firm foothold in the market, with revenue
and market share domination. Currently, Vissan is considered a leading enterprise in
producing and trading animal products in Vietnam.
Vissan range of meat products are very wide and diverse: frozen meats products
(chickens, pigs, beefs), fresh meats products (pigs, chickens, beefs), processed meat
products (different parts of the animals), different types of sausage products (beef,
cheese…), spices packages, pre-seasoned meats products, pre-cooked dishes and meals,
Vietnamese cuisine products (spring rolls, dumplings…).

11
 2. Main products of Vissan

Currently, Vissan's annual revenue reaches more than 4,000 billion VND with 3
main product groups: Fresh Food (pork, beef, chicken), Dry processed food (sausages,
sausages, canned meat) and Food group. cold and frozen processed products (spring
rolls, grilled spring rolls, ham, bacon, sausages...). In which, 2 main products that
contribute the most to revenue are pork and sausage.

Picture 1: Vissan's revenue by product

❖ Fresh & Frozen Meats

Meat from cattle is an essential food for Vietnamese consumers.
Currently, Vissan sells a full range of meat products, making it easy for
consumers to choose fresh, quality and affordable meat for their family to prepare
delicious and nutritious meals. care for the family. For pork products, Vissan always
sets strict criteria for captive breeding during slaughter and distribution to consumers.
- Raw material source
Vissan is carefully selected from Vissan's own farm or household raised by a
closed process that is safely transferred by Vissan. Slaughter pigs are all healthy pork,
completely free of pathogens. Before being put into slaughter, pigs are rested for a short
time for a few hours so that the quality of pork after slaughter is of the highest quality.
After slaughter, the pigs are inspected and stamped by the state veterinary agency before
being sold.

12
 - Control system
Pork is always strictly controlled from captivity to slaughter by the Department
of Animal Health, the Veterinary Center of Ho Chi Minh City and the local Sub-
Department of Animal Health.
- Vissan slaughter line
Inspected by an independent inspection agency and required a slaughter license
from the People's Committee of Ho Chi Minh City. Up to now, VISSAN's pig slaughter
line is the most modern line in Vietnam.
- The process of slaughtering, blending and preserving pork
This process is always under the strict control of the HCM City Veterinary Sub-
Department. Pork is distributed to retail systems at a cool temperature to ensure the best
product hygiene conditions, helping consumers buy quality products.
- Distribution system
Vissan pork is distributed at all supermarkets SatraMart, Satrafoods, CoopMart,
Coopfood, Vinatex, Maximark and Vissan chain stores in HCMC.
❖ Processed Food
Processed foods are also the main source of income for the business. For the need
to eat quickly and save time for busy people and households with work, ready-to-eat
food is ideal. In addition, the delicious and unique taste of pasteurized sausages or
canned meat is also a reason to attract consumers. The company is providing the
national market with high-class cold meat products according to French technology,
pasteurized sausages according to Japanese technology.
- Modern and closed production line system
● Sterilized sausage production line system according to equipment and
technology imported from Japan with a capacity of 10,000 tons/year.
● Production line system - canned food with a capacity of 5,000 tons/year
according to European equipment and technology.
● Cold meat processing and production line imported from France and Spain with
a capacity of 5,000 tons/year.
● Traditional Vietnamese frozen food processing factory with a capacity of 5,000
tons/year in Ho Chi Minh City.
● Food processing factory managed by Hanoi Branch with a capacity of 3,000
tons/year in Tien Son Industrial Park, Bac Ninh Province.
❖ Food Seasoning
- Raw materials from pork-certified VietGAP

13
 The biggest breakthrough of the meat seasoning product is the use of fresh,
VietGAP-certified pork ingredients from the company's farms produced at the
company's own factory, making Vissan become the pioneer enterprise in Vietnam
directly producing raw materials for processing seasoning seeds. Seasoning Meat
Flavor is produced on a modern technological line that strictly controls all processes to
help ensure food safety and hygiene. It is the closed production line from input materials
to finished products to the market only at Vissan company that has brought consumers
a seasoning product with outstanding quality, providing micronutrients of zinc and
Vitamin D3 providing energy for the body through each daily meal.
- Add flavor, add love
Meat seasoning is not only an essential seasoning to make the dish more
delicious and attractive, but it is also the full love of a mother and wife for her family.
With Vissan's meat seasoning seasoning product, the kitchen work will become light,
saving time but still ensuring the full flavor of every dish. In particular, understanding
the desire of women for a convenient and easy-to-store product, Vissan company
designed seasoning with Zipper lock to help preserve the product longer.
With the source of pork ingredients meeting VietGAP standards and modern
production technology, the seasoning product is prepared with the message "Flavor,
more love" to make every dish more delicious and natural. at the same time
supplementing the micronutrients of zinc and vitamin D3 for consumers. Products are
packaged in 200g, 400g, 1kg, 5kg packages and officially launched in early November
at all sales channels nationwide.

B. SALES STRATEGY
I. SALES ORGANIZATION

1. What is a sales organization?

Sales organizations work for the effective marketing of products manufactured
by the firm or the products purchased for resale. Effective sales executives insist upon
a sound organization. They recognize that the sales organization must achieve both
qualitative and quantitative personal-selling objectives. Over the long haul, it must
achieve qualitative objectives, those concerning personal-selling’s expected
contributions to achievement of overall company objectives. In the short run, it must
attain the quantitative personal-selling objectives, not only sales volume but other

14
objectives related to “profit” and to “competitive position”. The effective sales
executive looks upon the sales organization both with respect to the “here and now” and
to the “future.” But the sales organization makes its major contribution in the present
and the near term. Recognizing this, the effective sales executive builds both sales-
mindedness and profit-mindedness into the sales organization.
A sales organization is both an orienting point for cooperative endeavor and a
structure of human relationships. It is a group of individuals striving jointly to reach
qualitative and quantitative objectives, and bearing informal and formal relations to one
another. Implicit in the concept of a sales organization is the notion that individual
members cooperate to attain ends. The sales organization is not an end in itself but rather
the vehicle by which individuals achieve given ends. Existence of a sales organization
implies the existence of patterns of relationships among subgroups and individuals
established for purposes of facilitating accomplishment of the group’s aims.
The sales organization should be adjusted to fitideally, to anticipate-changing
situations. Shifts in marketing, in competition, and in other business factors call for
changes in the sales organization. The ideal sales organization has a built in adaptability
allowing it to respond appropriately in fluid and diverse marketing environments.

2. Purposes of sales organization.

A sales organization is responsible for the sale and distribution of goods and
services. It represents the selling unit as a legal entity. It is responsible for product
guarantees and other rights to recourse, for example. Regional subdividing of the market
can also be carried out with the help of sales organizations.

2.1. 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.
One purpose of reorganizing the sales department is to facilitate assignment of
responsibility and delegation of authority. In fact, specialization, or division of labor as
economists call it, is the chief means through which the processes of organization and

15
reorganization are effected. As tasks grow in number and complexity, they are broken
down into man- ageable units and are assigned to specialized personnel.

2.2. To Assure that All Necessary Activities Are Performed

As a sales organization grows and specialization increases. 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.
As a company grows, as marketing channels lengthen, and as the marketing area
expands geographically, top execu-tives become farther and farther removed from the
customers. As soon as executives begin to lose their informal contacts with customers,
an individ- ual should be assigned responsibility for maintaining such relationships.

2.3. 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. 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.
Motivating individuals to work together towards common objectives is, then,
important in achieving coordination. Throughout the sales organization different
activities are kept in proper relation to one another in order that the greatest
organizational effectiveness is realized.
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 non specialists in other
areas have difficulty understanding. 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.

16
2.4. 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. Line executives make decisions on the need, place, and time
of action over a wide range of matters. Functional executives are specialists - experts in
some aspect of the business - who assist executives holding general line authority.

2.5. 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.

3. Setting up a sales organization

3.1. Five major steps
There are five major steps in setting up a sales organization:
1. Defining the objectives.
2. Delineating the necessary activities.
3. Grouping activities into “jobs” or “positions.”
4. Assigning personnel to positions.
5. Providing for coordination and control.

3.1.1. Defining the objectives.

The first step is to define the sales department’s objectives. Top management
defines the long-term objectives for the company, and from these, the objectives for the
sales department are derived. 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.
Qualitative personal selling objectives are independents for long-range planning
and must be kept in mind in short term planning.

17
 Quantitative personal selling objectives are required as operating guideposts.
The qualitative objects set for the sales department from the basis of the general
policies governing its long-term performance.
The quantitative objectives set are the foundations for which to develop day-to-
day operating sales policies and programs.

3.1.2. Delineating the necessary activities

Only after determining all necessary activities and estimating the performance
volume 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 the person to fill these positions?
Determining the necessary activities and their volume of performance is a matter
of analyzing the sales department’s qualitative and quantitative objectives. A thorough
examination discloses which activities must be performed in what volume.
The activities involved in modern sales management are similar from firm to
firm. Although individual sales executives think that their operations are different, most
differences are more apparent than real.

3.1.3. Grouping activities into “jobs” or “positions.”

Next, the activities that are identified as necessary are allocated to two different
positions. Activities are classified and grouped so that closely related tasks are assigned
to the same position.
Each position should contain not only a sufficient number of tasks but sufficient
variation to provide for job challenge, interest, and involvement, Only in very large
organizations, where extreme specialization is practiced, should a position comprise
only a single activity, and even here the burden of proof should be on those proposing
such a move.
Certain activities are of crucial importance to the success of the sales department,
and this has implications for Organizational design.

18
3.1.4. Assigning personnel to positions
The next step in this process is to assign personnel to positions. This requires
recruitment of special individuals to fill the positions or to see the personnel fit into the
capabilities among the organization. Assignment of personal to positions should be
done carefully keeping in view of unique talents and abilities of the person concerned.

3.1.5. Providing for coordination and control.

Control and coordination are obtainable through both informal and formal
means. Strong leaders control and coordinate the efforts of their subordinates largely on
an informal basis. The most important formal instrument of organizational control is the
written job description. This instrument is set forth for each job: reporting relationships,
job objectives, duties and responsibilities, and performance measurement.
Good job descriptions provide a clear picture of the roles job holders are to play
in the sales organization and are also useful in other situations.
An organizational chart, another control instrument, shows formal relations
among different positions. A chart reduces the conclusion about the individual’s role.
An instrument of organizational control used increasingly is the organizational manual.
It is an extension of the organizational chart.
Typically, it contains charts for both the company and the departments, write-
ups of job descriptions and specifications, and summaries of major company and
departmental objectives and policies.

4. Basic types of sales organizational structures

There are four main types of sales organizational structures:
● Types 1: Functional Structure
● Types 2: Geographic Structure
● Types 3: Market-Based Structure
● Types 4: Product Sales Force Structure

19
4.1. Functional Structure
Function structure refers to the sales organization structure that focuses on
specialization within the marketing team. This means that everyone has their own
purpose to fulfill within the team based on their specialties, interests, and other factors.
Having specialization can also be difficult when you're handling clients and
accounts from different geographic regions. Some people may not be able to handle
multilingual accounts or they may not know how to interact with people of different
cultures.
In addition, there may be some problems with duplicate information. As tasks
and to-dos run around the office, it's likely that multiple people are going to end up with
the same account at the same time. This is because processes tend to run simultaneously
in the sales team.
Having duplicate processes going around may sound efficient at first, but it can
be detrimental to an account. This is especially if both sales associates are interacting
with a customer at the same time. It can be overwhelming to perform multiple processes
on the same client at once.

Picture 2: Functional Structure Diagram

4.2. Geographic Structure

Geographic sales structures sound like what they are. Sales teams that run by this
structure organize by location. If customers get to know your sales representatives well,

20
you're more likely to make more sales and increase customer loyalty. This means more
revenue in the future and better customer relations overall.
First, sales teams that are organized based on the geographical location of their
clients cost much less. If you weren't organizing based on region, you may have to move
your sales reps all over the place, which can add up in cost over time.
Second, a successful sales team in one geographic area leads to continued growth
in that area as well as the surrounding areas. By taking care of one region at a time,
you're more likely to be successful in caring for that region.
Third, clients in a certain geographical area will come to know your sales rep in
that area extremely well. Even if you have multiple, it's likely that it's a small team that
will split up the clients in the area.

Picture 3: Geographic Structure Diagram

4.3. Market-Based Structure

A market-based structure, also known as a customer sales force structure, refers
to a sales team that is organized by customers or industry. More likely, they're grouped
by industry.
For companies that aren't focused on one industry or a few industries, it's likely
that a market-based structure would be advantageous. This is especially given that

21
higher-ups on the management team can bounce around from industry to industry that
the sales reps are specialized in.
By organizing your team strategically in this way, you'll be able to make more
sales and build stronger bonds with your clients.
You'll have to move your sales reps around a lot to make up for the splotchy
geography of different industries. This can raise your costs and leave your sales reps
whipping from one area to the next.

Picture 4: Market-Based Structure Diagram

4.4. Product Sales Force Structure

The product sales force structure focuses on the products that clients make. This
can be based on individual products or product types. This organizational structure is
the most specialized of all of these options.
With this kind of sales organizational structure, you may find that your sales reps
are more attuned to how to sell to certain companies based on the products they have.
In fact, you'll have sales reps that can handle one product type at one company and the
same product type at another company.
This kind of specialization is great if your company focuses on one industry, but
it can become a little much when you're bringing multiple industries with multiple
products in at once.

22
 Sales reps can get interwoven with too many factors. This may cause
communication issues and the need for more coordination with each individual sales
rep.

Picture 5: Product Sales Force Structure Diagram

5. Centralization versus decentralization in sales force management

In centralization, the higher positions of the management hold the decision-
making authority. Further, in decentralization, the management disperses the decision-
making authority across the organization and brings it closer to the source of action and
information.

6. Schemes for dividing line authority in the sales organization

As sales operations expand, the burden of line authority and responsibility
becomes incredible for the top level manager as there is an increasing number of people
to supervise. A general line assistant might serve as a stop gap arrangement in this case
but then as the burden of administrative work grows, it becomes necessary to provide
additional assistants.
Tasks of line administration are found to be subdivided on various bases viz.
geographical area, products and customers or market channels. Specialization within
the sales organization is needed to increase the effectiveness of the sales force.

23
 It is done by expanding the basic sales organization. The criteria for selection of
specialization depends on the nature of product, sales force abilities, demands of selling
jobs and customer and market facts.

6.1. Geographic Division of Line Authority

Salespeople assigned to geographic areas are responsible for selling activities to
all customers within assigned areas. Branch sales managers adjust marketing plans to
local needs. Large firms with highly expanded selling operations are likely to subdivide
line authority geographically. Shortening the communication lines makes possible
closer supervision of salespeople which further helps in improving customer service.
Advantages of this classification include better market coverage and customer
service, more control over sales force and quick response to local conditions and
competition.
Disadvantages of geographic classification include limited specialization of
marketing and sales tasks. The system further calls for multiple offices and so
administrative expenses increase. Excellent coordination is required in this system else
conflicts may rise due to different policies in different regions.

6.2. Product Division of Line Authority

A second scheme for dividing line authority is to split the sales task among
subordinate line executives, each of whom directs sales operations for part of the
product line. When authority is so divided, more than one sales force may be required.
Some companies’ product lines are too wide to be distrib-uted economically by a single
salesforce. Others sell both highly technical and nontechnical products; thus some
salespeople need specialized train- ing and some do not. In still others, economies of a
single sales force are reduced or eliminated because different products are marketed to
different types of customers.

6.3. Customer (or Marketing Channel) Division of Line Authority

This is appropriate when nearly identical products are marketed to several types
of customers and the problems of selling to each type are different. When the same, or
similar, products are sold to a number of industries, they often find different applications

24
in each industry. Customers not only have different needs, they are influenced by
different buying motives. Thus, special sales forces sell to each major type of customer.

6.4. Dividing Line Authority on More than One Basis

Few companies use a single basis for subdividing line authority. Most use a
combination, subdividing the selling task more than once, to permit greater
specialization. Nearly every large sales department subdivides authority on the
geographic basis at some level of organization, but this is done visually in combination
with either the product or type -of-customer system. If geographical differences are
more important than those of product or type of customer, the primary subdivision is
geographical, and the next is at a lower organizational echelon according to one of the
other bases. If geographical differences are of lesser importance, the procedure is
reversed. The factor most important to the marketing success of the company should
form the basis for the first subdivision, and less important factors should determine
subsequent breakdowns at lower organizational echelons.

7. Vissan's sales organization

The diagram above is this Vissan organizational chart depicting the geographical
divisions. This geographical structure means that overall, the company's organizational
structure is relatively high and complex. The Vissan Company is checked for
supervisory information through a top-down vertical hierarchy, with decision-making
being delegated to the company's upper management and the organization's lower
levels. Vissan has three geographical divisions such as the North, the Central and the
South, but in the above diagram we want to target the business area of the South and
this area is divided into 4 small areas to be able to easily monitor. Area 1 includes
Districts 1,3,4,5,6. Area 2 includes districts such as Binh Tan District, Tan Binh District,
Go Vap District and Phu Nhuan District. Area 3 includes Districts such as Districts
7,8,10,11,12. Area 4 includes Districts such as Tan Phu District, Nha Be District, Hoc
Mon District... This division will help the Company easily manage its business activities
across the country.

25
 Vissan is able to sell pork, beef, frozen meat, canned products, etc., because the
company has built for itself an extremely large and highly efficient distribution
apparatus. This helps the company always operate effectively, thereby also helping the
business stand firm in the market. To prove that, Vissan's products are distributed
throughout the country with 2 distribution channels such as direct distribution channel
and indirect distribution channel. For traditional and modern direct distribution
channels, Vissan will supply products to its stores or other retailers such as
supermarkets, markets, and groceries. Regarding the indirect distribution channel,
which is E-commerce, Vissan can consume products based on platforms such as
Now.vn or Vissan's fan page and call the hotline.
On the other hand, in order for businesses to manage all distribution channels in
each different region, building an organization chart is very important and necessary.

Picture 6: The diagram of Vissan organizational

26
II. SALES TARGET & SALES BUDGET
1. Sales Budget

1.1. What is a sales budget?

Sales budget is understood as a comprehensive and coordinated plan, showing
the financial relationships for the activities and resources of the business for a specific
time in the future in order to achieve sales goals. proposed goods.
The sales budget specifies the sales activities of the business through the
language of money. Sales budget is essentially a financial plan of sales activities
determined for a period of time or for a sales program or campaign.
A business' sales budget consists of two main categories: a cost of sales budget
and a sales results budget:
● The cost of goods sold-budget: shows all the cost elements by function
that are related to sales activities, sales performance.
● The resulting budget: is based on sales goals and sales activities to
forecast sales and results plans.

1.2. The role of sales budget

First: setting up a sales budget to create a direction for the activities of individuals
and the sales department of the business. Today, businesses encourage and involve all
salespeople in developing sales budgets and developing action plans to enhance
everyone's initiative and creativity.
Second: the sales budget allows for synchronous coordination of all levels and
departments in the enterprise to implement sales goals.
Third, the sales budget helps businesses strengthen control over sales activities
through financial indicators. Sales budget helps sales managers to accurately evaluate
activities, thereby making appropriate decisions.

27
1.3. Sales budgeting method
❖ Based on cost targets and results of previous periods
Sales managers base on cost norms and sales results of previous periods,
combined with sales targets of the planning period to estimate expenditures and
revenues.
❖ Follow competitors
Some sales budgets must be planned on the basis of costs and competitors' results
in order to maintain the company's position in the market. Advertising budgets, agency
commissions, promotions... are often based on competitor cost analysis to decide.
❖ Solvable method
The sales budget is determined on the basis of calculating the amounts to be spent
to meet the requirements of sales activities. Businesses will consider goals, then
research activities to do. From there get a quote and plan the fee. Calculating according
to this method, enterprises must set up a contingency budget because the estimated
expenditures are often difficult to completely match the actual expenses.
❖ Quota method
Enterprises make plans on revenue, expenditure and profit, then assign units to
selfactively deploy budgeting within the assigned quota limit.
❖ Step-by-step increment method
The sales budget will be approved according to the principle of gradual increase over
time with the reason that the level of competition in sales is increasing and the business
must accept a gradual decrease in its profit rate.

1.4. Sales budget content

The content of the sales budget includes the targets of sales revenue, selling
expenses, estimated sales results: gross profit, profit, profitability ratio, capital turnover
rate...There are many ways to categorize the cost of goods sold budget: direct and
indirect costs, fixed and variable cost approaches.
❖ Sort by direct and indirect costs: With this classification, the cost of goods
sold budget consists of three main groups:

28
 - Budgeting costs directly related to sales: Salesperson's salary and commission,
selling expenses, training cost…
- Sales promotion expense budget: Expenses directly related to sales promotion
activities such as advertising, promotional programs, …
- Budget for administrative expenses: Including costs related to management
and administrative activities of the sales force including market research costs,
salary and bonus costs for employees and administrative management, hiring
costs office, asset depreciation expense...
❖ Fixed cost budgeting is also known as fixed cost
Fixed costs are expenses that do not change or vary slightly with sales and sales
volume. These are expenses that are understood that even if the sales are zero, the
business still has to pay these fees. Fixed costs are usually identified by cost category
and content. Fixed costs in sales usually include the following main items:
- Depreciation of fixed assets
- Venue rental fee
- Office rental fee
- Warehouse rental costs
- Basic salary fund (fixed salary) and social insurance
- Interest expense (for medium and long term loans)
- Research and development expenses, market research (if there are specific
regulations on annual spending).
- Fixed monthly and yearly fees and charges
- Other costs: such as package costs, if any
❖ Variable cost budget
Includes expenses that vary with sales and sales volume. Variable costs typically
include:
- Advertising costs
- Promotional expenses sold under specific programs
- Salary cost according to productivity and bonus
- Commissions paid to agents, sales representatives
- Shipping and handling costs

29
 - Cost of cargo insurance, warehouse insurance…
- Cost of goods preservation
- Expenses for reception and foreign affairs
- Market research expenses (if these are incidental expenses)
- Expense of working capital (with short-term loans)
- Cost of training, sales force training
- Other costs
When budgeting for selling expenses, businesses will proceed to build cost
norms, thereby determining expenditure items. Basically, a commercial enterprise
needs to determine some basic cost norms Regarding personnel costs, businesses will
make assumptions about personnel, thereby calculating the budget to spend for the sales
force. Regarding fixed assets, enterprises must establish a list of necessary fixed assets,
from which to get a quote and determine the sales budget. When setting a sales budget,
businesses will offer many different options. Usually, three basic options are given
according to the level of sales achieved:
Option 1: Sales reach 100% of the set target
Option 2: Sales reach 80% of the set target
Option 3: Sales reach 120% of the set target
➔ These plans guide the decision-making process of managers when implementing
sales plans.

1.5. Vissan's sales budget

Business activity report

2023 2024
1. Sales revenue and service 4.315.876.427.146 3.856.545.591.528

2. Revenue deductions (22. 785.182.828) (23.044.855.444)

3. Net revenue from sales and service 4.293.091.244.318 3.833.500.736.084

provision

4. Cost of goods sold (3.296.621.828.825) (2.919.546.963.694)

5. Gross profit on sales and service provision 996.469.415.493 913.953.772.390

30
6. Cost of sales (619.471.079.092) (605.379.192.206)
7. Net profit from operating activities 181.818.070.977 166.824.570.483
8. Other income 5.388.411.404 6.700.677.925

9. Current CTT costs (44.065. 793.333) (36.894.358.060)

10. Profit after corporate income tax 149.011.426.913 137.451. 782.409

Table 1: Business activity report

I.Variable fees

Cost Amount Detail

- Advertising on social networking sites

1.Advertising (50,000,000)
80.000.000
costs - Advertising poster around the store area
(30,000,000)

2.Discount
1.000.000.000 - Sales discount
fee
3. Shipping
50.000.000 - Cost of shipping products to distributors
fees
4. The cost of
10.000.000 - Training Employees
staff training
5. Employee - Employees are rewarded 1 million. Each store
8.000.000
bonus costs has 4 employees.

II. Fixed costs

Cost Price Unit Location Into money Note

The average
stores are 60 -
1. Venue
15.000.000 1 Location 44 660.000.000 70m , and there
2

rental cost
are 44 Vissan’s
stores
Each store has 2
2. Salesperson 176 shifts:
6.000.000 44 1.056.000.000
salary cost employees Shift 1: 5:30 -
14:30;

31
 Shift 2: 15h00 -
23h00
* Salary: full
insurance
included, extra
daily meal
allowance,
phone
allowance,
Salary T13
Each store has 1
3. manager.
Management 14.000.000 1 manager 44 616.000.000 Vissan's sales
staff costs system has 44
stores

Including such
as freezers,
display shelves,
4. Equipment
air conditioning
investment 120.000.000 1 Store 44 5.280.000.000
systems, fans
costs
and payment
devices,
cameras….
For market
5. Market research staff
40.000.000 1 month 1 40.000.000
research costs and research-
related expenses.

Cost of
6. Other costs 10.000.000 1 month 44 440.000.000 electricity,
water, Wife….

Table 2: Basic selling expenses

Vissam's operating expenses end on December 31, 2024. Net revenue reached
1,033.6 billion VND, up 13% over the same period in 2023.
Cost of goods sold increased to 785 billion VND, offsetting the business's
seasonal decrease to only 248 billion VND. Along with that, Vissan's selling expenses
increased by 20%, business spending was approximately 170 billion VND;
administrative expenses decreased by 42%.

32
 As a result, the after-tax profit of this "big man" in the food industry reached 40
billion VND, up 38% over the same period in 2023.
In the whole year of 2024, Vissan recorded revenue of 3,833 billion VND, profit before
tax of 173 billion VND, down 11% and 8% respectively compared to the year. Profit
after tax reached 137.5 billion VND.
In 2024, Vissan sets a business plan with an expected total revenue of VND 5,000
billion and pre-tax profit of 170 billion VND. With the results achieved, the company
only completed the profit before tax plan.
By the end of December 31, 2024, Vissan's total assets reached nearly 2,100
billionVND, down 9% compared to the beginning of the year. In which, cash and
equivalent accounts accounted for 520 billion VND, inventory reached 545 billion
VND, down nearly 13% compared to the beginning of the year.

2. Sales Target.
2.1. What is the sales Target?
A sales target is the expected business outcome set by the company at any given
time. Each sales goal must be set out specifically and effectively measured with
numbers, so that employees can be sure that they have been achieved and managers can
easily check business results from time to time.
The sales goals set need to be realistic, broken down so that they are easy to
implement and manage. In particular, they are required to aim for certain long-term
results, such as increasing markets, expanding new products, etc. The manager should
set the file sales headers to:
- Increase revenue
- Increase the number of new customers
- Boost sales
- Increase profits
- Improve the sales process
- Cut the cost.

33
2.2. The Power of Goal Setting and Effective Sales Management
Sales goals are goals to stimulate performance. From there you can set goals with
sales potential and plan from sales forecasts and sales budgets. It takes diligence to align
goals, along with improving the goal setting process. When based on accurate and
relevant market information, and when managed intelligently, objectives are effective
tools for directing and controlling sales activities.

2.3. Popular buying and selling targets

2.3.1. Objectives to improve the capacity of the sales team
All goals are misguided towards profit. In the sales industry, it is the employees
who will bring the main profit to the business. Therefore, improving the capacity of the
sales team is one of the goals that business managers need to pay the most attention to.
The reason for this is very simple, the sales team is the people who carry out
sales campaigns and bring profits to the company. A competent sales team will ensure
the feasibility of sales goals.

2.3.2. Product sales goal

A business's revenue comes from the volume and value of its products sold.
Therefore, the sales goal of the business cannot be outside the goal of selling products.
Usually, businesses will set standards to promote the process of cross-selling and selling
more products. Or launch a new product of higher quality or value and incorporate this
new product cross-selling process.
Some of the more short-term compartmentalizing goals toward accomplishing a product
sale goal include:
- Increase product sales by month, quarter and year
- Increase sales of up-sell and cross-sell products
- Increase the scale of display and product introduction
From the above short-term goals, the manager needs to concretize the goal into specific
sales and divide the sales for each member of his team.

34
2.3.3. The goal is to attract and retain customers
The cost and time to find new customers will be much more expensive than
taking care of and retaining existing customers. If you're in sales, you'll certainly
understand that the majority of your business's revenue comes from existing customers.
The essence of this sales goal is to focus attention on high paying customers.
Businesses need to focus on solving customer problems. In particular, it is necessary to
invest resources for taking care of the target customer file. To achieve the goal of
attracting and retaining customers, businesses can start from the following smaller
goals:
- Build a loyal customer file to have a suitable customer care plan to increase
customer loyalty and interaction.
- Building a customer care program in parallel with exploiting more benefits from
customers.
- Strengthen customer service skills training for employees.
- Enhance interaction between employees and customers.
- Regularly investigate customer satisfaction with the product.

2.4. Solutions for businesses to become sales goals

The members of the sales team are the people who directly implement the sales
goals. Therefore, the following solutions can be applied by businesses to improve the
feasibility of completing the set sales targets.

2.4.1. Accurately assess the capacity of the sales team

People who have a direct impact on the ability to accomplish sales goals.
Therefore, businesses need to pay special attention to building a qualified sales team to
successfully accomplish the set goals.
At the same time, managers must also lay firmly and balance the capacity of each
employee to accurately plan sales goals in accordance with the team's capacity.
Sometimes managers may also consider expanding the size of the team, or training
members to enhance their performance. If the above efforts are unsuccessful, then
finally think of a plan to change sales goals.

35
2.4.2. Keep a close eye on the progress towards the goal
Most goals are planned at the beginning of every sales campaign. However,
during the implementation process, managers should closely monitor the
implementation of goals and market fluctuations to have appropriate and timely change
plans. No matter how the goal is achieved, the feasibility of that goal is still something
that the manager needs to pay attention to.

2.4.3. Reward and punishment

In the sales team there will be excellent employees and there will also be
employees who need extra effort to keep up with the overall progress of the team.
Managers need to have a timely reward for excellent employees who complete the set
tasks or goals, and for employees who have not yet completed the set goals, the manager
and Other team members need to work together to find out, analyze the cause and come
up with a solution.

2.5. Set sales goals.

➢ Increase Sales: Set a goal to increase total sales over a certain period of time.
➢ Market expansion: Aim to expand your market by reaching new customers or
expanding geographic.
➢ Improve product quality: The goal is to improve product quality to increase
customer satisfaction and loyalty.
➢ Boost digital marketing: Aim to increase your business' presence on digital
marketing channels such as social media, email marketing, online advertising,
and increase website traffic.
➢ Improve customer support system: Aim to provide better customer support
service, help increase customer satisfaction and ensure loyalty.

2.6. Vissan's sales target

❖ Increase sales:
In 2022, Vissan recorded revenue and profit that went against five yards. In
which, net income was 137 billion VND.

36
According to the financial report of the fourth quarter of 2022, Vietnam Livestock
Industry Joint Stock Company (Vissan) recorded net revenue of 1,034 billion VND at
the end of 2022, up 13% compared to the same period in 2021. However, of course,
Cost of goods sold increased to 785 billion VND, offsetting the business's seasonal
decrease to only 248 billion VND. In this quarter, Vissan's selling expenses increased
by 20%, corporate spending was approximately 170 billion VND, while general and
administrative expenses decreased by 42%.
As a result, the after-tax profit of the food giant in the latest quarter reached 40
billion VND, up 38% over the same period last year. In the whole year of 2022, Vissan
recorded revenue of VND 3,833 billion and net profit of more than 137 billion VND,
down 11% and 8% respectively compared to the year.
By the end of December 31, 2022, Vissan's total assets reached nearly 2,100
billion VND, down 9% compared to the beginning of the year. In which, cash and
equivalent accounts accounted for 520 billion VND, inventory reached 545 billion
VND, down nearly 13% compared to the beginning of the year.

37
 ❖ Market expansion:
The goal is to expand export markets by reaching new countries and increasing
exports of Vissan products.
Exporting large quantities of frozen pork and beef to neighboring countries.
Exporting frozen processed products,
traditional processed products, processed meat
products... to North America, Australia,
Korea, Taiwan, Singapore, Germany, Russia,
Laos, etc.
Participating in trade promotion
programs, brand promotion programs in
foreign markets, contributing to showing a
commitment to constantly expanding and
improving service quality to improve and
ensure customer satisfaction. maximum
convenience for consumers.
❖ Improve product quality
Conditions on food quality, hygiene and safety are focused by VISSAN
Company right from the raw material stage. Pigs and cows, when put into slaughter,
must be inspected, meeting the standards of being healthy animals, absolutely free of
pathogens. After slaughter, side pigs and cows are all inspected and stamped by the
State Veterinary Agency before being processed. All finished products can only be
warehoused and put on the market after the finished product inspection results meet the
requirements for product quality and food safety from the Company's Product Quality
Control Department.
VISSAN company has equipped modern machinery and equipment, new
technology for the laboratory to achieve ISO/IEC 17025 certification. Besides, VISSAN
also obtained the quality certificates:
● Certificate of quality management according to international standard ISO
9001:2015.
● Certification of food hygiene and safety standards HACCP.

38
 ● For many consecutive years, it has been voted as "Vietnamese High-Quality
Goods" by Consumers (since 1997 until now) organized by Saigon Marketing
Newspaper and Vietnam High-Quality Goods Business Association.
● Ranked 1st in the processed food industry and ranked 15th in the 100 strong
brands of the country published by Saigon Marketing Magazine.
● Most of more than 100 VISSAN products have won Gold, Silver, Fair Medals,
Food Competitions.
➔ Products of VISSAN company meet food safety and hygiene standards.
❖ Boost digital marketing
VISSAN Company sets a growth target in 2023 with total revenue of VND 4,100
billion (up nearly 6% compared to the previous year), profit before tax is expected to
reach VND 182 billion (up by more than 5% compared to the previous year). ; output
of fresh food and processed food was 12,270 tons and 27,000 tons, respectively.
VISSAN will focus on expanding the business of pork and beef products to many
different distribution channels, especially focusing on online sales; promote
diversification of fresh products; implementing a business plan for blister tray products,
following the cool meat production process and packing according to MAP technology
with a beautiful and modern form of packaging to increase product quality, in line with
the trend.
In order to fulfill the set targets, VISSAN Company has developed solutions to
well prepare raw materials such as: continue to promote the strategy of developing live
pig materials in the direction of Feed - Farm - Food, building links and cooperation on
raw material sources of live pigs with large breeding units to ensure a stable source of
live pigs in the long term.
❖ Improve customer support system
VISSAN brand with more than 50 years of construction and development has
affirmed its strong position in the market, becoming one of the leading enterprises in
the processed food and fresh food industry. With a long-standing brand reputation and
high-standard product quality, safety and deliciousness, consumers always prioritize
and trust the Company's products.

39
 With an extensive distribution system and close cooperation with long-term and
sustainable suppliers and distributors, it has created favorable conditions to help
stabilize the source of raw materials, ensure quality and good price; VISSAN's products
are easily accessible to consumers in all regions, from urban to rural areas, ensuring
stable and fast product supply.
2.7. Salesperson of Vissan’s Target
❖ Input:
Vissan focuses on the quality of sales staff input. Specifically, based on the target of
sales revenue in the period must reach 1,100,000,000 VND/quarter, must reach 4 new
accounts in a year, sales for new accounts must reach 410,000,000 VND/quarter, the
total number of calls employees must make from 1 hour to 1.5 hours, the percentage of
accounts that employees call one or more times will reach 100%, the total number of
contacts in a year is 1,500 contacts, call rate on retail accounts reached 73% and
wholesale accounts reached 27%, all employees and company leaders fully participate
in the quarterly total sales meeting every 3 months.
❖ Output:
The company's output standards focus on employee performance - it makes clear what
standards employees need to achieve their goals. The criteria required for an employee
to achieve the goal are as follows: the employee meets or exceeds the target in sales
revenue, sets up 4 new accounts per year, and sales to new accounts must reach 10% of
total sales with a target of VND 4,100,000,000,000,000,000 by the end of 2023, the
total number of calls is 6 calls/day, reach 100% account rate calling one or more times
in a year, employees meet the call standard on retail accounts of 70% and wholesale
accounts of 30% and finally, all employees and the company's leadership fully
participate in the quarterly total sales meeting every 3 months.

III. SALES STAFF RECRUITMENT

1. What is sales staff recruitment?

Recruiting and selecting sales personnel is an important part of implement-ring

personal-selling strategy, but it is not all that is involved. Initial sales training is required

40
to bring new sales personnel up to expected productivity levels, and continuing sales
training is needed to maintain more experienced sales personnel at high levels of
productivity. Motivational and supervisory efforts help in stimulating sales personnel
to apply their skills effectively. It is one thing for sales personnel to know what they are
supposed to know, but it is a different thing to get them to apply what they know.
Recruiting and selection are affected by the size of your organization. Generally,
the smaller the company, the more likely that recruiting and selection are done by the
hiring manager. In larger companies, a recruiter usually screens resumes and conducts
the initial interview and then passes the most qualified applicants on to the hiring
manager for the final interview and hiring decision. With smaller companies, there are
fewer layers of management between the employee and upper management, and
everyone in a smaller company becomes involved in the hiring and recruitment process.

2. Which comes first, recruitment or selection?

Recruitment and selection are different processes. First is the recruitment that
has as its premise: Attraction, selection and design of the appropriate candidates for the
selection phase. Then the selection is made, which aims to conduct the interviews and
evaluate the candidates, in order to select an individual for the job.

3. Steps to recruit staff

There are 9 steps in recruiting and selecting a sales force:
- Step 1: Determine the number of salespeople needed
- Step 2:Make a recruitment plan
- Step 3: Analyze the job
- Step 4: Job description
- Step 5: Source of sales force recruitment
- Step 6: Screening profiles
- Step 7: Interview
- Step 8: Evaluation
- Step 9: Official application

41
3.1. Determine the number of salespeople needed
In most companies, the sales force is the most critical part of the business; thus
determining the sales force size is critical in planning for sales governance. Although
the corporate sales team is one of the most valued assets of the company, it can also be
expensive to maintain. Increasing the size of the sales force may increase sales volume
but at a higher cost to the company. It is therefore necessary to determine the optimal
sales force size. The size of the sales force will also affect territory design.
Few organizations take the time to examine their needs in-depth before hiring a
new salesperson or replacing a departing representative. Often, hiring boils down to
finding a warm body to fill the vacancy and take the pressure off the remaining sales
personnel. Before jumping into the recruitment process, it is wise to ask yourself some
questions to help determine specific sales requirements.
- What is the ratio of new business development to the maintenance of accounts?
- Is the vacancy due to a resignation, termination or retirement?
- Will the departing staff member be replaced?
- How many sales representatives are approaching mandatory retirement age?
- Will any sales territories be combined or realigned?
- Is there enough staff to handle existing and new customers?
- Will new territories be created?
- Will new territories require full-time sales personnel or can existing sales
representatives handle them?
- Is the company entering new markets?
- Is the company continuing its current channels of distribution?
- Will sales agents be replaced with full-time salespeople?
- Are any take-overs or mergers anticipated?

3.2. Make a recruitment plan

Regardless of the size of the company, a business needs a good recruitment plan
to track vacancies and manage its workforce. To have a recruitment plan that suits the
needs of the company, it is necessary to follow these steps:
+ Step 1: Research recruitment needs

42
 + Step 2: Forecast hiring needs
+ Step 3: Update job descriptions
+ Step 4: Set a recruiting budget
+ Step 5: Do a skills gap analysis
+ Step 6: Choose the right tools
+ Step 7: Collaborate with others
+ Step 8: Establish a recruitment calendar
+ Step 9: Define your candidate sourcing strategy
+ Step 10: Create or refine your selection process
+ Step 11: Establish your onboarding process
+ Step 12: Update and edit the recruitment plan

3.3. Analyze the job

3.3.1. What is job analysis?
Job analysis is the first thing that employers need to do before posting a job
search for a candidate. Because this is the basis for employers to understand and
describe the job for the position that the business is in need of personnel, thereby
choosing the right talent that the organization needs.
Job analysis is understood as the process of studying the content of the job, then
determining the conditions for performing the tasks, responsibilities, powers, and the
qualities and skills required to complete them. This is a long process where managers
need time to record information related to the nature of the work in order to make the
most accurate assessment. Specifically, job analysis will seek and answer these
questions:
● What are the employee's duties?
● Time to finish work?
● How exactly is the implementation process? Here? How to perform?
● Why do these tasks need to be done?
● Necessary factors to help employees complete their tasks well?

43
3.3.2. Meaning and role of job analysis
Once the responsibilities and rights of personnel have been determined in the
working process, thereby ensuring efficiency and achieving the given final goals. In
addition, businesses can eliminate the inequality of each employee, avoiding
unnecessary comparisons within an organization. Development orientation for
personnel, considering staff training needs. From there, it serves as a basis for planning
work and dividing work schedules reasonably, helping superiors to supervise the work
of subordinates simply and more conveniently.

3.3.3. Information to perform job analysis

To perform an accurate job analysis, the following types of information should
be used:
- Information on work performance
- Information about personnel requirements
- Information on the requirements, characteristics, performance, quantity and
types of machines, equipment and tools used in the process of using work.
- Model standards in job performance

3.3.4. Sequence of performing job analysis

- Step 1: Determine the purpose of using the job analysis information
- Step 2: Select the data collection method.
- Step 3: Proceed to collect information
- Step 4: Check and verify the accuracy of the information
- Step 5: Use the information collected for job analysis purposes

3.4. Job description

3.4.1. Purpose of the Job Description
The job description documents essential job functions and the skills, knowledge,
abilities and other characteristics needed for satisfactory performance of the job. It
should be updated regularly to ensure that it reflects the employee's current assigned
responsibilities. The job description is used for recruitment, selection, training,

44
performance evaluation, and for determining the most appropriate classification. It is
maintained as the official record of the duties assigned to the position.

3.4.2. When should it be completed?

- A job description should be completed for all new positions.
- A job description should be revised whenever substantial changes occur in the
duties and responsibilities assigned to an existing position.
- A job description should be reviewed for accuracy prior to each recruitment, with
particular attention paid to the required knowledge and skills.
- A job description should be reviewed for accuracy prior to the annual
performance review cycle.

3.5. Source of sales force recruitment

Recruitment of efficient salesforce/sales personnel is the most crucial task of the
sales manager, for this, he must go for two types of sources either internal or external.
❖ Internal Recruiting:
+ Company sales personnel
+ Company executives
+ Internal transfers
❖ External Recruiting
+ Direct unsolicited applications
+ Placement consultants
+ Salespeople making calls on the company
+ Employees of customers
+ Sales forces of non-competing companies
+ Sales forces of competing companies
+ Educational institutions

3.6. Screening profiles

Candidate screening is the process of determining whether a candidate is eligible
for a vacancy, based on academic merit, work experience, and other information (as

45
noted on the resume). The goal of screening applicants is to decide whether to send a
candidate to the next round (usually an interview round) or to reject them.
Screening applicants typically involves a 3-step process based on the minimum
criteria and priority criteria of the vacancy. Both types of criteria should be relevant to
the position being filled and ideally the same as the job description.
+ Step 1: Screening candidate profiles based on minimum criteria
Minimum criteria are mandatory criteria that a candidate must meet in order to fill the
job position for which he is applying.
+ Step 2: Screen candidate profiles based on priority criteria
Priority criteria are not inherently mandatory, but are the things that will make the
candidate more noticeable. Candidates with this type of criteria are usually more
qualified than candidates with the minimum criteria
+ Step 3: Shortlist the candidates based on the minimum criteria and priority
criteria
The decision on which candidate to choose to shortlist to participate in the interview
round depends entirely on the recruitment needs of the business. Businesses can
determine how many candidates they should bring to the interview round by using the
candidate conversion rate across rounds.

3.7. Interview
The next step in the recruitment process is to schedule interviews with the
candidates you have previously selected. The interview round is considered the most
important step in the sales staff recruitment process. Through the interview process, the
employer can better understand the candidate and have specific assessments that this
candidate is suitable for the position the company is recruiting for or not. The position
of a salesperson is a position that requires a lot of skills from the candidate, so the
interview process also needs to be carefully prepared. At this point, the recruiter needs
to base on the criteria built in step 1 to make the most specific and objective evaluations
of the candidate.
Depending on the size and needs of the recruitment department, businesses can
consider choosing the following interview forms:

46
 - Telephone interview
This is an easy, fast and convenient form of interview to screen candidates as well as
their capacity. Phone interviews also help employers make a good first impression on
candidates. The exchange can be brief but must ensure enough time for you to assess
the candidate's skills, qualifications and experience.
- Psychological test of candidates
Psychological tests help employers outline personality, behavior, aptitude, creativity,
communication as well as the skills needed for the job.
- Interview
Interviewing is essentially a two-way process in which potential candidates also assess
whether your company is a good fit for them. Therefore, you should be polite,
respectful, and introduce them to the benefits of working at the company. Building
interview scenarios, training skills for the HR department is very important, determining
the effectiveness of the recruitment process.
This is also the last step before the employer issues a job offer to the candidate.
Interviews can be conducted by top management and are only open to a select group of
outstanding candidates. Businesses also need to agree on this step and make a list of
backup candidates.

3.8. Evaluation
Most employers will have to conduct job interviews with a large number of
candidates. Therefore, the analysis and evaluation cannot be thorough with each person
because it will take a lot of time and reduce the performance of the job interview.
Therefore, the interview experience for employers is to use the scoreboard. This is a
way to help maintain work progress while ensuring fairness for all candidates.
Usually we create the general mentality that we will pay more attention to what
appears first and last, the elements in the middle are accidentally blurred. The same goes
for job interviews, employers will have a deeper impression on candidates who
interview for the first or last job. Therefore, the candidates in the middle will suffer a
huge disadvantage.

47
 At this time, recruiters need to make a thorough assessment of the candidates to
make the right hiring decision. Employers need to make the most objective assessment,
based on what candidates show in the interview.

3.9. Official application

In order to make a recruitment decision, it is necessary to have the consensus of
the entire recruitment committee. A meeting after the interview process is absolutely
necessary to make the right hiring decisions.
In case you have more candidates suitable for the position of salesperson than
you are hiring, do not rush to refuse or cut off contact. Chances are you'll need to recruit
new staff in the future.
If the interview goes well, the enterprise needs to draft a labor contract and have
an offer with the candidate. The job offer letter should include all the contents from the
conditions of employment, starting date, working hours or salary and bonus regime.
Once the right candidate has been recruited, the recruitment process seems to
have been successful, but it is not over yet. Businesses should take advantage of this
time to help them get used to the new environment, fostering candidate loyalty. How to
make the candidate feel welcome by some activities such as: organize a meeting to meet
them, talk to them about other issues in life.

4. Vissan's recruitment process

Any business will set up a methodical recruitment process to contribute to
improving recruitment efficiency for businesses, in which Vissan company also has a
very clear and professional recruitment plan.
VISSAN recruits based on the assessment of capacity, experience, qualifications
and skills suitable for each position. The Company respects diversity and upholds equal
opportunities, regardless of gender, religion or nationality. Female employees are given
the same working conditions, capacity development and promotion as men.

48
4.1. How to determine the number of salespeople needed by Vissan
The problem is to determine the number of employees required for the sales team
in a particular area. Vissan therefore chose based on the following two practical
principles:
- Minimum threshold rule:
Below a certain number, a salesperson will have to deal with too many customers across
too large areas. As a result, they can't reach customers effectively and spend so much
time commuting that they don't reach a minimum effective threshold.
- Principle of diminishing productivity:
From some point in time above the minimum threshold, each new employee's
productivity is worse than the previous hire's, because that new employee will be in
charge of fewer and fewer customers and thus finding new employees. New customers
are getting more and more expensive.
Vissan applied Talley's (1961) formula to calculate the number of salespeople needed
for his business, the formula is as follows:
𝑋 = 𝛴(𝑏𝑖𝑐𝑖/𝑎𝑖𝑑)
In there:
ci: customers are divided into groups
bi: Frequency of contact
ai: estimate the average number of times per month per salesperson
d: number of working weeks in the year

4.2. Vissan's recruitment plan

Any business will set up a methodical recruitment process to contribute to
improving recruitment efficiency for businesses, in which Vissan company also has a
very clear and professional recruitment plan.
Vissan focuses on human resource planning, this is an important step and guides
the success of recruitment. The more detailed and clear the recruitment plan, the more
suitable candidates will be attracted to the company's vacancies.

49
 To get potential salespeople Vissan researched the best of all their salespeople.
Vissan finds out what traits employees have in common, their selling styles, and what
motivates them.
Traits of the most successful salespeople include:
- Easy to absorb: With a job that requires flexibility like sales, good receptivity is the
weapon of employees who want to succeed. Only by being willing to accept criticism
and learn from it can a salesperson get better day by day.
- Curiosity: Statistics show that good salespeople ask twice as many questions as the
average person. Thanks to that, they always thoroughly understand the problem and
easily find what customers want.
- Smart: Charming, vivacious and knowledgeable salespeople are sure to leave a good
impression on everyone around them. Customers always buy from people they like, and
smart employees are always among them.
- Hardworking: The American Psychological Association report has shown that most
good salespeople are very hard-working and dedicated. They always put their time and
effort into what they do. That is what makes them even better.
- Achievements: They have achievements whether in sales or in study, even other jobs.
This shows that they have the will to strive to complete their tasks well.

4.3. Vissan's job analysis

In Vissan's sales staff recruitment process, the job analysis step is performed as
follows:
- Define job requirements:
Vissan begins by defining the detailed job requirements for the salesperson position.
This includes the duties, responsibilities, and skills required to perform the job
effectively. Requirements may include communication skills, sales skills, product
knowledge, and the ability to work in a retail environment.
- Analysis of job duties:
After defining the job requirements, Vissan conducts a detailed analysis of the specific
tasks and activities that the salesperson will perform. This includes defining sales,

50
advertising and marketing activities for products, managing inventory, advising
customers, and resolving issues that arise during the sales process.
- Identify skills and qualities required:
Vissan assesses the skills and qualities required to perform an effective sales job. This
can include communication skills, negotiation skills, time management skills,
confidence and the ability to work in a team. The company may also identify skills
specifically related to the food and sales industries.

4.4. Vissan’s job requirement

After analyzing the job to be recruited, Vissan made the requirements for
the position of salesman. After having in hand the requirements and ways to identify
potential candidates, Vissan rewrote it into a job description.
Job descriptions affect both the quantity and quality of applicants. So Vissan
wrote a compelling description that also showed them the exact requirements of the job.
This tactic will encourage candidates who meet 60% of the requirements to also apply,
which is also what you need in a candidate. Because the perfect salesperson, after all,
doesn't exist.

Picture 7: Vissan's Recruitment Notice

51
 ❖ Sales staff
For the position of Sales staff, Vissan provided the job description as well as the
requirements for this position.
➢ General information:
- Salary: 7 - 9 million VND
- Number of recruitment: 2 people
- Type of employment: Full-time
- Rank: Employee
- Gender: Female
- Experience: No experience required
- Working place: Da Nang: 464 Nguyen Huu Tho, Khue Trung Ward, Cam Le
District, Da Nang, Cam Le.
➢ Job description:
- Direct sales at CHGT company's products: Selling to retail, wholesale customers,
displaying, preserving, cleaning goods...
- Delivery to wholesale customers (if any).
- Arrange and display goods in the warehouse and display shelves beautifully,
with high aesthetics, easy to see, easy to get.
- Periodically participate in the inventory of goods at the store.
- Job details will be exchanged in the interview.
➢ Candidate Requirements:
- Female/Male, age from 20 to 28, good health.
- Agile behavior
- Good communication skills
➢ Benefit:
- Official income over 7 million/month
- Full social insurance and health insurance regimes according to state regulations
- Annual leave and public holidays in accordance with the law
- Monthly birthday, annual travel

52
 ❖ Sales Manager
For the position of Sales Manager, Vissan provided the job description as well
as the requirements for this position.
➢ General information:
- Wage agreement
- Number of recruitment: 1 people
- Type of employment: Full-time
- Rank: Employee
- Gender: Male & Female
- Experience: 2 years
- Working place: 47G Phan Van Han, Ward 17, Binh Thanh District, Ho Chi Minh
City, Vietnam.
➢ Job description:
- In charge of operating & managing all activities and personnel of the Sales
Department (B2C channel - urban & rural). Reporting directly to the CEO.
- Recruitment, training & development of team.
- Work with the Board of Directors to develop strategies and business plans.
- Develop & implement business plans and plans to ensure the implementation of
revenue targets and business development plans set out
monthly/quarterly/yearly.
- Coordinate with the Marketing department to organize activities & plan to build
and promote the company's brand to customers.
- Job details will be discussed further during the interview.
➢ Candidate Requirements:
- University degree in business administration or related disciplines
- Having experience as a Sales Executive or Sales Director, having achievements
and regularly meeting/exceeding sales
- Continuously improve skills by participating in workshops, seminars, seminars,
etc.

53
 - Proficient in communication, presentation and influence skills at all levels of
organization
- Ability to build business processes from planning to closing
- Being sensitive to business opportunities, having in-depth industry and product
knowledge.
➢ Benefit:
- To participate in social insurance, health insurance, unemployment insurance.
- Hot bonus according to work performance, business bonus, holiday bonus, 13th
month salary bonus.
- Fully enjoy the regime of filial piety, sickness and maternity. Get a regular health
check.
- To participate in birthday party activities, summer travel, team building... of the
Company.
- Working in a professional and friendly environment, tea and coffee are always
full.
- Review salary adjustment every year.
- Get rewarded for contributing good ideas or receiving many thanks from
colleagues.

❖ Area Sales Managers

For the position of Area Sales Manager, Vissan provided the job description as
well as the requirements for this position.
➢ General information:
- Wage agreement
- Number of recruitment: 1 person
- Type of employment: Full-time
- Rank: Employee
- Gender: Male
- Experience: 2 years
- Working place: Lot A2CN7, Tu Liem Industrial Cluster, Phuong Canh Ward,
Nam Tu Liem District, Hanoi City, Vietnam.

54
 ➢ Job description:
- Develop orientations and plans to develop business and sales systems according
to current needs as well as future potentials of the business.
- Monitor and ensure that the process of declaring plans is done in the right
direction, uniformly and seamlessly, not exceeding the budget target.
- Directly supervise and manage the distribution system to ensure business
efficiency, sales, help businesses grow and develop sustainably.
- Collect, synthesize, and analyze data to accurately assess business performance,
and analyze competitor data to recommend appropriate solutions.
- Responsible for managing, coordinating and directing the monthly debt
collection process, ensuring that debts are fully and timely repaid.
- Manage and arrange the staff in the sales department, and at the same time
participate in staff training to ensure the business and sales process is developed
effectively.
- Responsible for the entire business of the region and make full periodic reports
to the superiors or management of the business.
- Proposing business ideas and receiving instructions from the leadership to
develop plans and solutions suitable to regional and regional business activities.
➢ Candidate Requirements:
- Age: 35-45 years old
- At least 2 years of experience as ASM in FMCG industry
- Graduating from college or higher
- Proficient in the use of Office.
- Having thinking and ability to plan and report, good presentation ability.
➢ Benefit:
- Negotiable basic salary: 17-18 million + Full KPI: 7 million + Auto receive:
1. Liability allowance: 2,000,000 VND
2. Gasoline: 700,000 VND
3. Phone: 700,000 VND
4. Rice: 650,000 VND

55
 - To participate in social insurance, health insurance, unemployment insurance.
- Hot bonus according to work performance, business bonus, holiday bonus, 13th
month salary bonus.
- Fully enjoy the regime of filial piety, sickness and maternity. Get a regular health
check.
- To participate in birthday party activities, summer travel, team building... of the
Company.
- Working in a professional and friendly environment, tea and coffee are always
full.
- Review salary adjustment every year.
- Get rewarded for contributing good ideas or receiving many thanks from
colleagues.

4.5. Vissan's sales force recruitment source

Recruitment of efficient salesforce/sales personnel is the most crucial task of the
sales manager, for this, he must go for two types of sources either internal or external.
- Internal Recruiting:
The company has training programs, namely the program to retrain additional
staff => Knowledge and skills => Improve adaptability
=> This is the process of increasing the quality of labor to ensure personnel from
within the company.
In the development trend, in order to survive the company Vissan must
constantly improve and innovate to improve the efficiency of the company's operations.
Therefore, the company training programs and retraining of additional staff. give them
the knowledge and skills to use and exploit improved and innovative technologies and
improve their ability to adapt to changes in the work process. This is the process of
increasing the quality of labor to ensure personnel from within the company. Training
process through steps such as analyzing environmental factors to clearly identify
training needs, setting specific objectives about training programs and objects, and
choosing appropriate training methods. , implementing the training program, and finally
evaluating the training program.

56
 - External Recruiting :
Job analysis → skills of each job
=> Since then, from the very beginning, mistakes in the working process were avoided
and affected their efficiency and work results.
With newly recruited personnel, after the selection process, although their
capacity is suitable for the job requirements, this suitability is only relative. First, job
analysis then tells them the skills of each specific job, since new hires rarely have the
full range of skills. Since then, from the very beginning, mistakes in the working process
were avoided and affected their efficiency and work results.
With newly recruited personnel, although after the selection process, the capacity
makes them suitable for the job requirements. However, this edema is only at a relative
level. When job analysis has told them what skills for each specific job, and new
recruits rarely have all the skills, avoiding mistakes in the working process in the first
place and affecting efficiency, the results of their work.

4.6. Screening profiles

Screening profiles → removing unsuitable profiles
Vissan's recruitment officer will review the information in the profile (work
experience, education, skills, achievements)
Vissan also applies the form of calling, short test or quick interview within 5 to
10 minutes → to test some skills of candidates.
=> These are all basic skills that a salesperson needs to have.
Vissan will conduct a screening of resumes to remove those that do not match
the job requirements and recruitment criteria. Vissan's recruitment officers will review
the information in the resume such as work experience, education, skills, achievements
and other factors to assess the candidate's suitability for the sales position.
In addition, Vissan also applies a phone call, a short test or a quick interview
within 5 to 10 minutes, the purpose is to test some skills of the candidate. Calling by
phone helps Vissan check quick responses, and a quick interview will challenge the
candidate's sharp thinking. These are all basic skills that a salesperson should have.

57
4.7. Interview
Vissan has built a set of interview questions and techniques → to know if a
candidate is accepted or not.
Vissan will put candidates in situations that may arise during the sales process
Vissan also attaches great importance to evaluating employees' experience based
on application documents.
=> Assess the attitude towards the profession as well as the capacity
A good interviewing tactic will go a long way in measuring candidate
characteristics. Therefore, Vissan has developed a set of interview questions and
techniques to identify whether a candidate is receptive or not.
During the interview, Vissan will put the candidate in situations that may arise
during the sales process. In addition, Vissan requires candidates to give authentic
examples such as previous experiences and experiences. Not only that, Vissan also
attaches great importance to evaluating employees' experience based on application
documents. Thereby also assessing their attitudes towards the profession as well as their
capacity.

4.8. Evaluation
After going through the screening and interviewing processes, Vissan screens
and evaluates the candidates again. Some evaluation criteria of Vissan:
- Assessment of communication skills:
The candidate has good communication skills and shows confidence in expressing
opinions and explaining information related to Vissan's products and services. In
particular, candidates who can communicate in English will have an advantage. In
addition, candidates need to be able to listen and interact well with customers, create a
sense of comfort and create trust.
- Product knowledge rating:
Candidates have a good understanding of Vissan's products and services. They are
knowledgeable about the meats, canned, frozen and other items the company offers.
They also have the ability to explain product features and benefits to customers.
- Sales skills assessment:

58
The candidate demonstrates the ability to sell and persuade customers. They have the
ability to advise products that are suitable for customers' needs and offer specific
benefits for customers to understand and decide to buy. They also have the ability to
suggest product packages or promotions to increase sales.
- Passion and commitment:
Candidate demonstrates passion and commitment to sales work. They show willingness
to work in a sales environment, set goals and have a positive attitude to achieve business
results.
- Assess time management skills:
The candidate has the ability to manage time effectively and prioritize work
intelligently. They have the ability to work independently and organize their work to
achieve high performance in reaching customers and accomplishing sales goals.
In addition, during the interview process, Vissan will pay close attention to the
candidate's attitude, skills, clothing, test the candidate's knowledge in the interview to
make a selection decision.

4.9. Official application

- Probation process
After the process of demonstrating their ability and knowledge, if the candidate meets
the criteria and is suitable for the position applied for, they will be selected. Next, the
candidates will prepare for the probationary process at the enterprise. Vissan Company
will offer a trial period for you so that you have the opportunity to directly confirm your
qualifications and abilities.
- Become a full-time employee
If you successfully pass the probationary period, by performing and doing well in the
assigned tasks, the candidate will officially become an official employee of the
company. From there, you start to receive the hard salary that Vissan company has
approvedContinuous training and innovation
- Continuous training and innovation
The company's human resources are always focused in the process of training and
improving quality, improving professional capacity through clearly planned training.

59
IV. SALES TRAINING
1. What is sales training?

Sales training is the process of improving seller skills, knowledge, and attributes
to drive seller behavioral change and maximize sales success. To be most effective,
sales training should be viewed, designed, and executed as a change management
initiative.
Companies are spending billions of dollars every year, yet 85% to 90% of sales
training courses fail. The reality is that a significant amount of time, money and effort
is wasted on corporate training every year. Most of them fail to change habits, improve
skills, or generate significant ROI.
Here are some statistics on the shocking failure of traditional training:
➢ 70% of the information B2B sales reps learn is forgotten within a week of
training (Gartner)
➢ 90% of new skills learned from company training are lost within a year
(People Performance)
➢ An estimated 90% of training costs do not lead to performance improvements
(International Journal of Training and Development)
➢ Only 21% to 25% of executives report their company's training effectively
prepares employees to drive business performance (McKinsey)
➢ 33% of leaders say their organization's learning strategy and business goals
are highly aligned and only 16% are highly aligned (CTDO Journal)
➢ Only 38% of managers believe that the training program meets the needs of
the learners (ATD).
Yet, at the same time, it turns out that Top Performers are significantly more
likely to receive effective sales training.

60
 Picture 8: Source: RAIN Group Sales Research Center

➢ 71% of Top-Performing Sellers report receiving extremely or very effective

sales training.
➢ 60% of Top-Performing Sales Managers report receiving extremely or very
effective sales training.

2. What are the benefits of sales training?

When done right, sales training changes sellers’ behavior and improves business
results.
In fact, highly effective sales training is correlated with three key metrics: win
rate, sales goal attainment, and premium pricing:

Picture 9: Source: RAIN Group Sales Research Center

61
 The best sales training can result in both strategic and financial benefits for the
organization:
➢ Increase win rate on proposed business

➢ Increase average size of sale

➢ Achieve premium pricing
➢ Improve sales margins

➢ Grow existing accounts

➢ Win more business with new accounts

➢ Build a culture of sales achievement

➢ Increase effectiveness of sales leadership and management

But to achieve these results, organizations must approach training with their
business goals, and work with a training provider or internal training and support groups
to identify the best way to achieve those goals.

EFFECTIVE SALES TRAINING BENEFITS

What’s the current state of your organization’s sales training?

Current State New Reality

Current training initiatives fail to change Effective training is delivered by a training partner,
the status quo and achieve results driving change and delivering results.

Sellers spend too much time out of the Effective sales training minimizes time out of field
field at an excessive travel cost to attend by using an approach that combines in-person and
ineffective training virtual instructor-led training, along with additional
modalities.

Training doesn’t develop your sellers’ A competency-based approach to training includes

skillset. certification and is easily tailored to your
organization’s and sellers’ needs.
Training is boring and generic. Training is engaging and easily tailored to be
directly relevant to selling situations.

Sellers struggle with sales conversations Sales conversation training raises the bar on sales
across the board and struggle to provide conversation success. Sellers can inspire buyers, tell
maximum value to buyers. stories, and sell ideas in a compelling way. Across
the board, sellers build, communicate, and sell value
consistently.

62
Sales managers do not inspire top Effective sales management and coaching training
performance from their sellers. helps managers maximize their sales team’s
motivation, focus, and results. Managers regularly
coach sellers to drive significant wins and consistent
account growth.
Training consists of a jumbled mix of Effective sales training ensures a durable method is
methods or confusing programs. embedded in the organization and results are
achieved.
Table 3: Effective sales training benefits

3. The Training Process

The Training Process comprises a series of steps that needs to be followed
systematically to have an efficient training programme. Training is a systematic activity
performed to modify the skills, attitudes and the behavior of an employee to perform a
particular job.

The training process consists of 5 steps:

Picture 10: The training process consists of 5 steps

63
3.1. Needs assessment
The first step in the training process is to assess the need for training the
employees. The need for training could be identified through a diagnosis of present and
future challenges and through a gap between the employee’s actual performance and
the standard performance.
The needs assessment can be studied from two perspectives: Individual and
group. The individual training is designed to enhance the individual’s efficiency when
not performing adequately. And whereas the group training is intended to inculcate the
new changes in the employees due to a change in the organization’s strategy.

3.2. Deriving Instructional Objectives

Once the needs are identified, the objectives for which the training is to be
conducted are established. The objectives could be based on the gaps seen in the training
programmes conducted earlier and the skill sets developed by the employees.

❖ Who is sales training for?

Sales training isn’t just for sellers. Where capability gaps exist, skills must be
developed for all sales professionals and sales managers in an organization.
➢ Sales Professionals
With titles such as sales representative, internal sales, field sales, business development
representative (BDR), account manager, account or sales manager, customer service
representative customers (CSRs), salespeople, professional or business service
providers, and so on—these sales professionals are responsible for some or all aspects
of working with buyers in the sales cycle. sales period. depending on the role, they need
to develop and maintain a high level of capabilities in a variety of areas.
➢ Sales Managers
Managing a sales team is one of the more challenging and important roles in any
company. Sales manager will make or break your sales team. The manager's impact is
particularly strong for newer salespeople.

64
3.3. Designing Training Programme
The next step is to design the training programme in line with the set objectives.
Every training programme encompasses certain issues such as: Who are the trainees?
Who are the trainers? What methods are to be used for the training? What will be the
level of training?,etc. Also, the comprehensive action plan is designed that includes the
training content, material, learning theories, instructional design, and the other training
requisites.

3.3.1. What should be the primary emphasis in the training program?

a) Product knowledge
Product knowledge means an understanding of the details, features, benefits, and
uses of a product or service. It is a skill for people who interact with customers,
investors, or the media because it affects the profitability and reputation of the business.
It also involves learning about troubleshooting and support and responding to any
objections. Product knowledge may vary depending on the complexity of the product
or the industry.
Sales staff need product knowledge to effectively persuade customers. They need
to know how their product can meet a customer's needs and how it compares to a
competitor's product. This also includes product facts, figures and benefits.
❖ Benefits of Product Knowledge
Knowledge is power for sales or Employees force, product knowledge can be the
vehicle to increase sales to attract customers into it. So, it has more importance to the
company.
➢ Increased Confidence
Sales staff will be well-versed in the features and benefits of product lines, it can boost
the confidence of employees and better rapport with customers and get a more
successful approach to marketing. Promoting product education for your sales
associates can pay off happier in customers and more confident staff members.
➢ Effective Communication
Comprehensive product training and skills and knowledge acquired during product
education help sales associates communicate concepts and ideas more clearly when

65
interacting with customers. This additional lucidity establishes a positive connection
with customers and encourages them to feel great that they select the best one for them.
❖ Product Knowledge Training
Product knowledge training is the process of educating your team members on
your product so they can perform their roles effectively. Product knowledge training
can be done in various ways such as:
- Online courses
- Live sessions
- On-the-job training
- Peer learning
Product knowledge training should be ongoing and adaptive as product changes
and grows over time.
b) Company knowledge
It is important that the sales staff has full knowledge of the organization they
represent. This will help him to answer the questions that may be raised by the
prospective buyers about the company that has brought out the product. The salesman
is expected to know the history of the organization, its achievements, sales policies,
dealers, services provided to consumers, etc.
c) Customer knowledge
Customer knowledge is understanding the needs, desires and behaviors of your
customers. It can include where and how they shop, what they buy, what advertising
techniques they respond to and promotions or sales that interest them. You can gather
customer knowledge to improve your understanding of your customer's desires and
actions, which may help you increase your customer base.
Here are four main reasons customer knowledge is important:
➢ Helps decision making
Understanding how customers think and behave can help companies make decisions
that please your customers and may increase business.
➢ Increases profit

66
Using customer knowledge to make decisions and create an experience customers want
may improve profits. Customer knowledge can help create products that the target
market wants to buy, which can increase the number of total purchases.
➢ Identifies growth opportunities
Customer knowledge allows you to discover areas where you can improve customer
relations that may increase your customer satisfaction. Understanding how your
customers use your company and what they may want can help you identify areas where
you can expand or improve your business.
➢ Builds trust
Trust is an important part of customer interaction because a client is more likely to buy
products or services from a company they believe is reliable. Increasing trust can build
a customer base and may improve brand loyalty for products.
d) Selling skills
Successful salespeople have a core mix of 8 soft and technical sales skills that
enable them to excel at both the relationship-building and selling aspects of the job.
➢ Communication Skills
The best sales staff are able to communicate effectively with prospects and clients. They
have a knack for explaining concepts, persuading people and putting them at ease.
Active listening and storytelling are two key communication skills shared by all top
sales performers. This enables them to understand where their customers are coming
from, ask good questions and present information clearly in a manner that addresses the
customer’s challenges.
➢ Relationship-building Skills
Sales staff need to be able to build and maintain strong relationships with customers
and clients, which requires good interpersonal skills and the ability to connect with
others. The top sales performers are empathetic and have a high level of emotional
intelligence that helps them understand how others are feeling. By putting themselves
in the prospect’s shoes, they uncover inner lying motivations, address pain points and
develop meaningful relationships with their customers.
➢ Negotiation Skills

67
 Negotiation is an essential selling skill that needs to be a part of every
salesperson’s arsenal. Top sales performers are able to negotiate effectively in order to
find common ground, overcome objections, close deals and reach mutually beneficial
agreements with customers. They know how to read verbal and non-verbal cues, as well
as how to phrase things to tip the scales in their favor. Additionally, negotiation skills
can help salespeople to secure better deals for their company and to negotiate more
favorable terms for themselves.
➢ Time Management Skills
Sales staff need time management skills in order to effectively prioritize and manage
their time in order to meet their sales goals and targets. This includes planning and
organizing their day-to-day activities such as prospecting, qualifying leads, making
sales calls and following up with potential customers. Top sales performers are able to
organize their limited time effectively to meet deadlines, stay on top of paperwork and
administrative tasks, and balance the demands of multiple clients and projects. This
helps them avoid procrastination and to stay focused on their goals, which leads to
greater productivity and success in their sales efforts.
➢ Problem-solving Skills
Customers appreciate salespeople who can identify and address challenges that may
arise in the sales process. It shows that the salesperson considers their interests and is
thinking about them. This can include identifying issues with a potential customer’s
needs or concerns, finding creative solutions to objections, and identifying and
addressing roadblocks in the sales process.
➢ Adaptability
Salespeople need to be adaptable in order to effectively navigate the constantly
changing nature of the sales process and to effectively respond to the unique needs and
concerns of different customers and clients. Being adaptable allows salespeople to be
responsive to changes in customer demand, market conditions, and other external
factors that can affect the sales process.
➢ Persistence

68
Persistence is a key soft skill for salespeople to effectively overcome obstacles and
achieve their sales goals. Persistence is necessary because the sales process can be
challenging and many potential customers may take a long time to make a decision or
may not initially be interested in making a purchase. Being persistent also allows
salespeople to build long-term relationships with customers, stay in contact with leads
even if they are not ready to make a purchase right away, and keep the sales process
moving forward. This can help increase the chances of closing a sale, as well as help to
create opportunities for repeat business.
➢ Sales Techniques
Salespeople need to master sales techniques because they are essential tools for finding
the right lead, effectively communicating the value of a product or service to potential
prospects and closing deals. Moreover, sales techniques are not only important for
finding new customers but also for keeping existing ones satisfied.

3.3.2. Selecting training methods

The planners next select training methods. There is a wide variety of methods,
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.
➢ The lecture
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 is used in continuing sales training programs for providing new information
about the company, its policies, products, markets, and selling programs.
➢ Demonstrations
The demonstration is appropriate for conveying information on such topics 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. Demonstrations are
generally used with other methods—they enliven an otherwise dull lecture, and they
reinforce the interchange in a curbstone conference on, for instance, how to inform the
next customer of an impending price increase.

69
 ➢ Role Playing
This technique is usually executed with a trainee and a facilitator (or trainer), where
each is allowed to act out different potential work scenarios. This method is most
effective in industries that require client or customer interaction, as it allows employees
to practice handling difficult situations.
➢ Case Discussion
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 complex, 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.
➢ Impromptu Discussion
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 problems that otherwise is acquired only through long personal
experience.
➢ Gaming
This method, also known as simulation, Simulations are an effective training technique
for fields that require a specific set of skills for operating complex machinery, such as
in the medical or aviation industries. Successful simulations reflect actual work
situations and allow trainees to solve issues that they will likely face on the job.
➢ On-the-job training
On-the-job or hands-on training jumps straight to the practical skills necessary for the
job. New hires begin working immediately with this training method. In some cases, it
may be beneficial to incorporate an employee shadowing component. This will allow
new hires to gain a little insight into the context and job requirements before trying it
on their own.
➢ Online course

70
Online training is most appropriate as an interim training method when trainees are
scattered geographically but are assembled periodically for lectures, seminars, role
playing, and other instruction. Initial sales training, for example, might be by online
courses begun at different times and places; continuing, or follow-up, training might
come later through group methods at a central location. Preparing a standardized online
course covering technical product data, general company information, selling
techniques and markets presents few difficulties other than those of choosing,
organizing, and writing up the material.

3.4. Implementation of the Training Programme

Once the designing of the training programme is completed, the next step is to
put it into action. The foremost decision that needs to be made is where the training will
be conducted either in-house or outside the organization.
Once it is decided, the time for the training is set along with the trainer who will
be conducting the training session. Also, the trainees are monitored continuously
throughout the training programme to see if it’s effective and is able to retain the
employee’s interest.

3.5. Evaluation of the Training Programme

After the training is done, the employees are asked to give their feedback on the
training session and whether they felt useful or not. Through feedback, an organization
can determine the weak spots if any, and can rectify it in the next session. The evaluation
of the training programme is a must because companies invest huge amounts in these
sessions and must know its effectiveness in terms of money.
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

71
precise evaluative data. They provide indications as to whether results are positive or
not.
Evaluation is the final stage, but planning should be thought through early in the
training design process. Businesses need to determine:
➢ The evaluation purpose
The purpose of the assessment explains why it is necessary to conduct the assessment.
To help form assessment intent, consider who will use the findings, how they will use
them, and what they need to know.
Training assessment results can be used to:
- Develop a new training course
- Improve an existing training course
- Provide instructor feedback
- Determine if your training is achieving the desired results
- Make decisions about resource allocation\
➢ The evaluation questions,
Create assessment questions that are fit for purpose. Assessment questions are broad,
overarching questions that support the purpose of assessment—they are not specific test
or survey questions for learners to answer. Assessment questions typically focus on one
of two categories:
- Process or outcome.
- Process assessment questions focus on the training itself—things like the
content, format, and delivery of the training content.
- The outcome assessment questions focus on changes in training participants –
things like learning and knowledge transfer. For more information, see Training
Effectiveness.
➢ The data collection methods.
Choose data collection methods that will help the company answer its assessment
questions. Common methods include tests or questions, surveys or questionnaires,
observations, expert or peer assessment, interviews, and focus groups. Determine how
long it will take to access this data and how often you will collect it. Develop a schedule

72
for when to collect, analyze, and interpret data so you have the information available
when you need it. Keep feasibility in mind when you choose a data collection method.
The resources, time and effort required in your assessment plan should be appropriate
to the scope of the training and should be matched to the available resources.

4. How Vissan trains sales staff

After selecting the right employee for the sales position through the interview
process and skills test. Vissan will provide guidance on basic work such as sales
process, products, services of Vissan and internal regulations of the company. After
that, Vissan offered training courses for employees, to give a standard training course
Vissan had to go through many methodical processes. Vissan uses a 5-step process to
train its salespeople:

4.1. Assessing training needs of Vissan

In the development trend, in order to survive, companies must constantly
improve and innovate to improve the performance of the company. Therefore, the
company has training and retraining programs for its staff, supplementing them with
knowledge and skills to be able to use and exploit improved and innovative technologies
and improve their ability to work. ability to adapt to changes in the working process.
This is the process of increasing the quality of the workforce to ensure personnel from
within the company.
Vissan expands its business and opens many new stores so the need for sales
staff training may increase to meet the needs of the new stores. When launching new
products or expanding product lines, salespeople need training to understand the
product well and be able to present and sell effectively. In addition, Vissan relies on
customer feedback to assess training needs. If there are special requests from customers
about service or product knowledge, the company can make a decision to train sales
staff. to meet this requirement.

73
4.2. Vissan's sales staff training goals
Vissan's sales training goals are to improve product knowledge, develop sales
skills, improve customer service and communication skills, build time management and
work organization skills. job, applying technology in sales,...
Vissan sales training is designed and provided for the company's sales staff. This
includes employees in positions such as in-store salespeople, mobile point of sale
salespeople, online salespeople, and event salespeople. event or exhibition. Training
courses can be tailored to meet different needs and levels of expertise of salespeople,
ranging from basic training courses for new hires to advanced training courses. for
experienced staff.
At the same time, sales training can also be applied to other employees in the
Vissan company who are involved in sales activities, such as marketing staff, customer
service staff or executive management staff. sell. The training of employees in these
positions improves sales knowledge and skills, enhances support and synchronization
in the company's business activities. Sales training can also be extended to Vissan
partners or agents, to ensure consistency and quality in the communication of company
sales and product information.

4.3. Content in training program and training methods of Vissan

❖ Product Knowledge
Product Knowledge Training (PKT) is an important part of Vissan's sales staff
training program. PKT's goal is to provide sales staff with detailed knowledge of the
company's products, including fresh meat, processed meat, canned goods and other
condiments, knowledge of ingredient information , production process, nutritional value
and other important information. This gives salespeople the ability to answer questions
from customers, increasing their reliability and ability to sell effectively.
➢ Product training program content includes:
- Sort products by category, ingredients, processing, storage and distribution.

74
- Details of the production process, from farming, processing to packaging and quality
control.
- Information about the nutritional value of each product and its health benefits to
customers.
- Teach sales staff how to tell product stories, create cohesion and create trust for
customers.
- Train customer consulting skills, provide appropriate solutions and answer detailed
product questions.
➢ Training method:
- Live training session:
Vissan organizes a live training session with the participation of experts and
experienced staff in the product field. This training session focused on conveying
detailed information about each product, including ingredients, quality, nutritional
value and uses. Employees will have the opportunity to interact and ask questions to
better understand the product.
- Online training:
Vissan uses e-learning materials and materials to provide product knowledge to
salespeople. This includes online courses, instructional videos, and reference materials
that employees can access and learn at will. Through this form, employees can self-
study and master product knowledge.
- Practice and simulation:
Vissan provides hands-on activities and simulations so salespeople can put their product
knowledge into practice. This may include cooking practice sessions, sales simulations,
and other interactive activities to familiarize employees with products and how to use
them.
- Workshops and experience sharing:
Vissan organizes seminars and experience sharing so that salespeople can learn from
each other and share successful experiences in marketing and using products. These
seminars can be attended by experts and experienced people in the industry.
- Rating and feedback:

75
Vissan conducts employee knowledge and effectiveness assessments after product
training. This may include performance tests or assessments to ensure employees have
a solid understanding of the product and can apply it to their day-to-day work.

❖ Company Knowledge
Company Knowledge Training (CKT) is an important part of Vissan's sales
training program. The goal of CKT is to provide salespeople with knowledge about the
Vissan company, including information about its history, core values, business strategy,
and organizational culture. This helps employees get to know the company well, and
builds pride and commitment to Vissan's mission and values.
➢ The content of the company training program includes:
- Detailed presentation of the company's founding history, development process and
notable achievements during its operation.
- Give detailed explanations of the core values that Vissan upholds and the company's
long-term vision.
- Detailed presentation of Vissan's business strategy, including objectives, market
segmentation, distribution and customer approach.
- Introduction to Vissan's organizational culture, principles and ethical values that the
company adheres to and encourages in all activities.
➢ Product marketing training methods:
- Live teaching:
Vissan organizes a live training session with the participation of professional trainers in
the field of product marketing. Instructors will provide the necessary knowledge and
skills in marketing methods, marketing strategy formulation, and brand management.
- Online training:
Vissan uses online training to provide salespeople with product marketing knowledge
and skills. This includes online courses, instructional videos, and reference materials so
employees can self-study and improve their knowledge.
- Practice and simulation:
Vissan offers hands-on activities and simulations so that salespeople can put their
marketing knowledge and skills into practice. This may include role-plays, group

76
assignments, simulation games, and other interactive activities to enhance employee
creativity and practice.
- Workshops and experience sharing:
Vissan organizes seminars and workshops where salespeople can learn from each other
and share successful marketing practices. These seminars may include the participation
of industry experts and people with successful experience in the field of marketing.
- Rating and feedback:
Vissan conducts an assessment of the salesperson's marketing skills after the training
process and provides feedback to help the employee improve and grow. This may
include tests, performance reviews, and feedback from customers and management.

❖ Customer Knowledge
Customer Knowledge Training (CKT) is an important part of Vissan's sales staff
training program. The goal of CKT is to provide salespeople with knowledge about
customers, including information on purchasing habits, needs, priorities, and the
competitive environment. This helps employees understand customers and serve them
in the best way to create a good buying experience and strengthen customer
relationships.
➢ The content of the customer training program includes:
- Sales staff are trained to understand the demographic characteristics of Vissan's target
customers, including age, gender, location and income. This helps employees create
sales strategies tailored to each customer group.
- CKT training helps sales staff understand customers' buying habits, including purchase
time, purchase channel and service requirements. This helps staff to advise and meet
customer needs in the best way.
- CKT provides sales staff with knowledge of customers' product needs and how to
advise on suitable products. This ensures employees have the ability to fully explain
product information and advise customers according to their needs.
➢ Training methods:
- Market research:

77
Vissan conducts market research to gather information about customers, purchasing
habits and competitive environment. Salespeople are trained on how to use and analyze
market data to better understand customers and the business environment.
- Customer survey:
Vissan conducts customer surveys to collect customer opinions, evaluations and needs.
Salespeople are trained to conduct surveys and better understand customer opinions and
desires to respond better.
- Customer data analysis:
Based on customer data, Vissan provides training on how to analyze information and
anticipate customer needs. Salespeople are taught how to use data analytics tools and
methods to optimize sales processes and enhance customer outreach.
- Workshops and experience sharing:
Vissan organizes seminars and experience sharing sessions so that salespeople can learn
from each other and share successful methods of capturing and understanding
customers. This is an opportunity for employees to learn from those with experience
and share lessons from practice.
- Observe and interact directly:
Vissan encourages sales staff to contact and interact directly with customers. This helps
employees better understand customer needs, preferences, and feedback, thereby
improving customer engagement and service.

V. MOTIVATING SALES PERSONNEL

1. What is Motivating Sales personnel?
1.1. Meaning
Motivation refers to the process from which we initiate, direct, and sustain
purposeful behaviors that help us achieve our goals. The factors constituting motivation
are related to instincts, emotions, physiological and social needs. Salesperson
motivation is the process of motivating and motivating salespeople to achieve their
business goals and improve their job performance. When employees are motivated, they

78
are more likely to stay engaged, productive, and committed to achieving their goals.
They display a positive, proactive attitude and strive for excellence.
Motivation for sales staff is extremely important and multidimensional in
business development. It not only helps employees improve their work performance and
achieve the set sales goals, but also reflects the importance of the sales manager's role
in orienting and defining strategy. company through important decisions and ensure that
employees implement them.
In an organization, the sales manager is responsible not only for his own personal
performance but also for the combined performance of the individuals in the sales force.
The success of a sales manager is not only measured based on individual sales but also
reflects the ability to lead, manage and motivate employees in achieving the overall
goals of the company.
In motivating salespeople, sales managers are often interested in the factors that
affect the performance of each salesperson. This includes identifying and responding to
each employee's training, support, and personal development needs. Sales managers
also often create a positive and inspiring work environment that encourages employee
commitment and contribution. Besides that, they also regularly provide constructive
feedback and promote the development of skills and competencies of salespeople.

1.2. Target
Setting goals to motivate employees brings many benefits to businesses:
The most important goal of a business is to increase sales, and to achieve this,
the company must continuously motivate the sales staff. Boosting employee
performance makes it possible to achieve business goals and succeed in projects and
strategies. Employee engagement and motivation play an important role in promoting
business success.
➢ When employees feel motivated, they often have a more positive mood and
increase their job satisfaction. This can lead to increased employee happiness,
satisfaction and commitment to work and the business.

79
 ➢ Motivating employees can retain talented employees and avoid the risk of
human loss. When employees feel valued, encouraged and appreciated, they tend to stay
and stick with the business.
➢ Motivating employees to help build a positive and motivating work
environment. When employees receive support, encouragement, and recognition for
their work, they tend to be more productive and create a positive workspace for the
entire organization.
➢ By motivating employees, businesses can help them develop their potential
and skills. This not only increases employee performance, but also facilitates personal
growth and career advancement.

1.3. Types of Sales Motivation

Motivation is considered an important factor in human resource management.
Incentivize people to deliver their best performance and help achieve business goals. A
strong positive motivation will increase the employee's work efficiency while a negative
motivation will decrease their performance. But each person's motivation to go to work
can come from many different sources, including:
- Extrinsic Motivation:
These are external motivations that affect an individual and the origin of this type of
motivation is often related to rewards or punishments. When people have clear and
valuable goals for themselves, they will have a strong motivation to work hard and
overcome difficulties to achieve that goal. The appreciation and recognition of others
can provide great motivation for a person. When one is recognized and appreciated for
an achievement or competence, people tend to continue working hard to maintain or
enhance that positive assessment.
- Intrinsic motivation:
This is the motivation that comes from within each individual, from one's passion,
excitement and creativity. When a person loves their job or has a passion for a goal,
they will have a natural drive to work hard and a desire to contribute and contribute to
the company where they are working. good results can be obtained.
- Self-motivation:

80
Refers to the ability of individuals to motivate themselves, without depending on
external factors. Self-motivation comes from personal confidence, passion, and will.
And you need a strong sense of motivation, determination and discipline to consistently
pursue your goals and overcome obstacles.

2. Why do salespeople need motivation?

2.1. The inherent nature of the sales job
The inherent nature of selling is the set of basic elements, characteristics and
laws that exist in the selling process. These are the things that most sales jobs have in
common, which play an important role in being successful and achieving results in this
field. With sales jobs, "inherent nature" often refers to important elements and
characteristics of the job that cannot be changed or transient.
Every sales job is a series of ups and downs, a series of experiences that lead to
alternating feelings of excitement and depression. Over the course of a day, salespeople
come in contact with many pleasant and polite people, but some are unpleasant, rude,
and very difficult to deal with. Furthermore, salespeople not only spend time at work,
but also spend considerable time after work away from home, causing them to miss out
on many fascinating parts of home life. These conditions cause salespeople to become
discouraged, reach low performance levels, or even seek out unsold positions.
Therefore, the inherent nature of the sales job is the first reason to need extra motivation.

2.2. What makes salespeople lose motivation?

Some salespeople naturally become lethargic, falling into a rut. They lose interest
and enthusiasm. This is a situation when employees do not achieve a high level of
motivation and commitment to their work, leading to neglect, inattentiveness, and lack
of commitment in their work.
Causes of employee's tendency towards apathy:
➢ Employees do not receive enough motivation from the working environment
or from the manager.

81
 ➢ Employees feel there is no opportunity to develop their skills and
qualifications or advance in their work. Because they feel that their work does not bring
value or progress to them.
➢ The working environment is not comfortable, does not support the employee's
wishes or is unfair to the employee.
➢ Employees feel unfit for the job they are doing. For example, not having
enough skills, knowledge or interest in the job.
➢ Employees feel that their dedication is not recognized or appreciated for what
they have put in.
Measures to deal with employee's tendency towards apathy:
➢ Define specific and clear goals for each employee, ensuring that they
understand the importance and purpose of their work.
➢ Create a continuous feedback system for employees to know what they are
doing well, what is not so good for employees to adjust in the best way.
➢ Create a working environment where employees are encouraged to participate
in the decision-making process and contribute their ideas to the work and the
organization.
➢ Invest in staff training and development to enhance their skills and
capabilities. This not only improves job performance, but also creates opportunities for
personal growth and advancement.
➢ Build a positive, friendly working environment and encourage cooperation
and information exchange among employees.

2.3. What motivates salespeople?

As a sales manager, everyone wants their sales team to be motivated and work
to achieve business goals. Motivating the sales team is critical to achieving business
goals, avoiding employee turnover, and improving the company's reputation.
While there's no one-size-fits-all approach, understanding six common factors
that motivate salespeople can help managers increase the motivation of their sales team
to hit their goals sell:
- Money:

82
This is the most important factor and also the most obvious motivation to motivate
salespeople. But not necessarily the most important to everyone. A reasonable and fair
reward system, including commissions, bonuses and attractive base salary, can motivate
employees to work hard and achieve good business results.
- Opportunity:
Salespeople often look forward to the opportunity to develop their career and take the
next step in their work. The company can provide training, learning and promotion
opportunities to promote the personal development of employees. However, the
opportunities promoted are often of the kind that challenge and improve one's situation
in the workplace.
- Teamwork:
A positive work environment that is supportive and creates unity among salespeople
can boost performance and motivate. To promote higher work performance, businesses
should create team building activities, organize events and promote cooperation among
team members.
- Independence:
While some salespeople are motivated by teamwork, many prefer to be independent in
their work. This dynamic should not be overlooked or minimized because people belong
to a group. Instead, businesses should use it to motivate salespeople to be more
successful, but to the extent allowed.
- Visibility:
Recognition, approval or need to stand out from the crowd motivates salespeople. While
opportunity comes from internal achievement recognition, visibility involves
recognition from others. This may include giving employees important projects,
participating in competitions or providing a platform for employees to share their ideas
and knowledge.
- Excellence:
Almost every employee wants to perform well, even if they don't do well. Recognizing
good performance, awarding awards, and creating ceremonies to honor outstanding
employees can create motivation and promote healthy competition among employees.

83
2.4. The benefits of motivating salespeople
Employee motivation is the internal or external factors, energy, motivation or
motivation that motivate employees to complete their work effectively.
Motivating employees is important to human resource management and business
activities of enterprises. If employees feel satisfied, happy and motivated to work, the
quality of work will be guaranteed at the best level.
For businesses, motivating employees will bring values such as:
➢ Motivated employees will work harder, work harder and get better results.
This will have the effect of increasing the productivity of an entire organization.
➢ When employees feel satisfied with their jobs, the possibility of them
switching jobs is very low. This helps businesses retain talented people and reduce the
cost of recruiting and training new employees significantly. With the core employees,
every business wants to keep them longer.
➢ Motivation helps employees feel more confident about assigned tasks. They
tend to explore, research and come up with new and more creative solutions thereby
reducing the time to implement work.
➢ Motivating employees helps the team spirit between departments become
more cohesive. When employees understand the value of their colleagues' work, they
are better able to collaborate and work as a team.
➢ A business with hard-working, united and valuable employees will make the
image of that business more prominent in the market.

3. Salespeople needs
Maslow's theory of needs is the most popular satisfaction theory conceived and
developed by psychologist Abraham Maslow. This theory holds that people are
motivated by many different needs and these needs are arranged in a hierarchy from
low to high. The five levels of Maslow's hierarchy of needs are:

84
 Picture 11: Maslow’s Hierarchy of Needs

- Basic Physiological Needs:

This is the most basic and most urgent level of needs that must be met so that people
can live, survive and move towards the next needs in Maslow's hierarchy of needs. It
includes the need for food, water, sleep, sex and other physiological needs. When these
needs are satisfied, people can function and develop well. If this need is not met, all of
the above needs will not be fulfilled.
- Safety and Security Needs:
This layer is related to the need to feel safe and secure, both physically and mentally.
This makes perfect sense because physiological needs help people survive, then next
they need something to ensure their maintenance and help them feel more secure to
develop. This includes the need for a safe environment, with no risk of injury, personal
security, job security, and a clear system of values and social norms. Safety needs
include: Health safety, Financial security, Life safety, no injury. The development from
physiological needs to safety needs is most clearly shown in the expression "Eat well
and wear durable" to "Eat well and dress well".
- Belongingness and Social Relations Needs:

85
This floor indicates that when their basic needs have been fully met, they begin to want
to expand relationships such as friendship, love, partners, colleagues, etc. This need is
met. through relationships such as family, friends, lovers, clubs... to create a sense of
belonging and closeness, helping people not to feel lonely, depressed, anxious.
- Esteem Needs:
This hierarchy of needs refers to the desire to be valued and accepted by others. They
begin to make efforts, trying to be recognized by others. This need manifests in a
person's self-esteem, confidence, trust, trust and level of success. The esteem needs in
Maslow's hierarchy of needs are divided into two categories:
➢ Desire reputation, respect from others: expressed through the reputation,
status, position that others achieve in society or in a certain organization or collective.
➢ Self-esteem: this is an extremely important factor for self-development, which
is reflected in self-esteem and morality. A person who lacks self-esteem easily leads to
guilt, often feeling anxious about the difficult things of life.
Usually, people who have received respect and recognition from others will tend to
respect themselves, be confident and proud of their abilities. This need is most evident
in trying to advance at work.
- Self-Actualization Needs:
This is the highest level of human needs, it is located at the top of Maslow's hierarchy
of needs. Once you have satisfied all your needs at the 4 levels below, the need to
express yourself in order to be recognized, begins to appear. Maslow said that this need
does not come from the lack of something like the above 4 needs, but it comes from the
human desire to develop. This need often appears in successful people, they continue to
promote their potential, strength, intelligence to show others. Most of these people work
to satisfy their passion, to find the values that really belong to them. Therefore, if this
need is not met, people will regret that their passions have not been fulfilled. This need
is reflected in the fact that people can give up a job that offers high status, reputation
and attractive salary to do jobs that they love and are passionate about.

4. Motivation strategies for salespeople

Measures to motivate employees to work:

86
 ➢Salary and bonus regime in accordance with the employee's capacity,
contribution, overtime, overtime The completion of goals and plans should also be
recognized by the enterprise with the corresponding salary. . From there, employees
will feel recognized, worthy of their business and have more motivation to complete all
assigned tasks. A good salary and bonus regime is also a way to help attract human
resources in the future.
➢Recognizing and rewarding employees' dedication, efforts and efforts at work
to help employees feel respected, their efforts are rewarded, thereby having more
motivation. for public companies.
➢Create conditions to improve the professional level of employees. When fully
equipped with skills and good professional knowledge, employees realize that they are
interested and have opportunities to advance in their work, so they are ready to exchange
opportunities that are also available to them. From there, there is more motivation to
stick with the company for a long time. Usually, managers will choose elite and
potential personnel to participate in courses to improve skills and professionalism and
become a core force in the development of the business.
➢When employees encounter problems and frustrations affecting labor
productivity, managers need to pay attention, listen and give ideas to relieve and reduce
the impact on employees. This also helps employees see that the Vissan leadership team
cares about them, can quickly solve problems and focus on work.
➢Create a dynamic and comfortable working environment so that employees do
not feel stressed and tired because of work pressure. Enterprises should pay attention to
external issues such as style, new working context, etc. can also help employees feel
more comfortable.
➢Organizing meetings, extracurricular activities, teambuilding, etc. will help
employees rest, regain energy for themselves and connect more with other members as
well as with leaders. This is very beneficial when creating a united team, ready to face
and solve all difficulties at work.
➢Notification of work results so that employees can see the problem and easily
complete the work according to the manager's wishes, they will also be more open and
confident when proposing ideas. opinion they consider reasonable.

87
 ➢Working groups often achieve high efficiency in work. Enterprises should
create working groups to promote the strengths of each individual. Besides, teamwork
helps employees have more different perspectives on a problem and from there come
up with the best solution.

5. How Vissan motivates salespeople

5.1. The goal of Vissan's sales staff motivation
Motivating Vissan's sales staff is of great importance to the company's growth
and success.
When salespeople are motivated, inspired and feel meaningful in their work, they
are motivated and energized to improve sales performance and achieve better business
results. This dynamic helps to build good customer relationships, create a good
experience, and increase the ability to retain existing customers and attract new
customers.
Another important element of motivating salespeople is creating a positive work
environment. In addition, the company needs to clearly define its goals and plans, and
create conditions for employees to express opinions and contribute ideas, thereby
creating participation and interaction in the work process.
Motivation also plays an important role in building sales commitment and
satisfaction. When employees feel the value of their work, are recognized and evaluated
fairly, they will be motivated to maintain and grow in their sales roles.

5.2. When Vissan noticed the salesperson lost motivation

With a clear sense of the importance of a positive work environment, Vissan's
leadership will focus on building a clear vision where each employee's work is
recognized and fair. assessment, while providing opportunities for personal growth and
organizational interaction. When seeing employees lose motivation to work, Vissan will
take measures to solve this situation.
Vissan's leadership understands that a positive working environment not only
increases employee motivation and inspiration, but also makes an important
contribution to promoting individual and collective growth. Therefore, the company

88
will ensure that employees have the opportunity to develop skills, participate in training
courses and related learning programs to improve their capacity and improve work
performance.
In addition, Vissan will create a livable working environment where interaction
and support among members of the organization is encouraged. Management will also
conduct regular group chats and meetings to listen to employees' opinions, concerns and
suggestions. By providing opportunities for employees to express opinions and
contribute ideas, Vissan will create engagement and interaction in the work process,
thereby motivating and inspiring.
Finally, the company will create a clear roadmap and provide the opportunity to
participate in important projects or take a leadership role, thereby assessing and
recognizing the abilities and potential of employees. In this way, employees will get
support and direction to develop and improve their personal capabilities, thereby
increasing motivation and confidence in work.

5.3. Vissan felt like a salesman's demand

By meeting the needs in Maslow's hierarchy of needs, Vissan can create a
positive work environment and encourage employees to develop themselves, while
enhancing work performance and employee satisfaction.

89
 Much of Herzberg's inspiration for developing the theory came from Abraham
Maslow's hierarchy of needs. Herzberg's Two-Factor Theory essentially divides
Maslow's classical pyramid into two distinct categories that affect satisfaction and
dissatisfaction separately.

-Ensure a safe, hygienic and comfortable

working environment.
-Provide good diet and rest.

-Provide mesasures to ensure occupational

safety, ensuring that employees do not have to
face dangers during work.
- Ensure employees have a stable source of
income and work.

Apply Maslow's -Build a friendly working environment and

Hierarchy of create conditions for employees to expand
needs to Vissan social relationships.

-Provide opportunities for career development

and training for employees to improve their
professional skills.
-Building a fair and transparent employee
evaluation system.

-Create opportunities for employees to express

their creative ability to promote their talents
and strengths.

For Vissan, applying Herzberg's Two-Factor Theory can help a company create
a good, reliable and rewarding working environment. By ensuring hygiene factors and
creating motivational factors, Vissan can increase employee satisfaction, commitment
and performance, and attract and retain talent.

90
 MOTIVATIONAL FACTORS
-Provide opportunities for péonal and professional growth. This includes
participating in couses, internal training programs, mentoring or
coaching
-Building a working environment that stimulates creativity, encourages
rmployees to contribute ideas and propose new ideas.
-Create conditions for employees to have promotion in the job.
-Hold periodic reviews, evaluate performance or provide constructive
Apply feedback after each project.
Herberg's
two-factor
theory to
Vissan HYGIENE FACTORS
-Create a safe, comfortable, stress-free working environment for
employees.
-Provide fair and attractive salary and benefits.
-Organize activities and work in groups to inprove work efficiency.
-Develop fair and transparent policies, ensure benefits and working
conditionals on time.

5.4. How does Vissan offer strategies to motivate employees?

Because Vissan is a major food company in Vietnam, they have demonstrated
considerable commitment and focus on creating a diverse and highly motivating range
of dynamics that enhance more than just the satisfy and inspire the staff, but also
strengthen and promote the sustainable development of the company in the food
industry.
➢ Providing competitive and fair wages, understanding that attractive
remuneration is an important motivation to encourage and appreciate employees in their
work. By ensuring an attractive salary, Vissan not only creates a fair and reliable
working environment, but also promotes employee motivation and satisfaction, making
them feel valued and encouraged for their contributions. their positive contribution to
the company.
➢ Offer attractive welfare policies such as health insurance, accident insurance,
retirement benefits, reasonable leave regime. The introduction of these policies not only
ensures the safety and welfare of employees, but also creates favorable conditions for

91
them to develop themselves and improve their quality of life. This proves that Vissan
not only cares about the career success of employees but also appreciates their
comprehensive development.
➢ Not only creating opportunities for advancement through training and career
development, but Vissan also regularly organizes training and skill development
courses. For employees to improve their professional skills and access higher positions
in the company. Vissan leverages and develops internal talent, makes employees feel
that the company values their personal growth and advancement, and encourages
creativity and innovation in the work environment.
➢ Building an ideal working environment, emphasizing comfort, where
everyone can work effectively and grow together. By encouraging participation and
contribution in the work process, Vissan helps employees feel valued and their opinions
heard and appreciated.
➢ In addition, Vissan regularly evaluates and recognizes employees' achievements.
This not only motivates employees but also encourages and motivates and inspires each
individual to strive harder to achieve excellent achievements.

VI. EVALUATION
1. The relationship of performance to sales goals
1.1. Performance standards
Performance standards are criteria or standards set by management that
employees must follow. These standards define the expected level of performance to be
achieved to meet specific goals and requirements. Management can also use
performance standards to help evaluate team members. Company performance
standards outline employee expectations, including their role and how they should act
in the workplace.
Employers often provide new employees with these standards while they are on
the job to explain the employee's overall goals and requirements. Performance standards
should treat all employees equally and be specific, measurable and understandable.
There are three common levels of performance management:

92
 - Strategy:
Refers to goals at the organizational or corporate level. Strategic standards must align
with the company's vision, goals, and values.
- Operations:
This level of performance management emphasizes how departmental activities work
to achieve company goals. Employers can set performance standards that apply to
company departments.
- Individual:
Focus on each employee to ensure that all employees perform their duties well. Personal
standards evaluate employees' work and seek to improve the quality of their
performance.
Performance standards are necessary because they provide context for how
employees should perform. This makes it possible for company leaders and employees
to have candid conversations. It also describes how specific employees can achieve
company goals.

1.2. Relationship of performance to sales goals

Performance standards and sales goals are closely related in the field of sales.
Performance standards refer to specific criteria or benchmarks used to evaluate the
effectiveness and success of personal selling efforts. These standards are often
established by the organization and are based on the desired outcomes and goals of the
sales function.
On the other hand, personal selling goals are specific goals and targets set by
salespeople to guide their activities and measure their performance. These goals align
with the organization's overall sales goals and are designed to drive sales results.
The relationship between performance standards and sales goals can be
understood as follows:
➢ To ensure salespeople achieve desired results, performance standards must
align with individual sales goals. Objectives should be clearly defined, measurable and
consistent with the organization's performance standards.

93
 ➢ Performance benchmarks help evaluate salesperson performance by
comparing against established standards. Thereby, the manager can make an assessment
of whether the employee has achieved the goal or needs improvement.
➢ Sales goals can motivate salespeople. When goals are challenging but
achievable, they can inspire salespeople to strive for higher performance. Performance
standards help track progress towards goals, provide feedback and identify areas for
improvement, and incentivize salespeople to improve performance.
➢ Performance standards and interactive sales goals to drive continuous
improvement. By analyzing the gap between desired goals and actual performance,
managers can identify areas of support, training, and additional resources for
salespeople. This feedback process facilitates continual development and adjustment of
individual sales goals to align with evolving performance standards.

2. Evaluate sales performance

2.1. What is a sales performance assessment?
Sales performance appraisal is the process of evaluating and measuring the
results and achievements of a sales team or individual sales in the execution of sales
activities. It focuses on analyzing different aspects of sales operations, capabilities and
results to identify strengths, weaknesses, and areas for improvement. It measures the
success of sales activities and the achievement of set business goals.
The sales performance review process typically uses a number of metrics and
metrics to measure and compare sales achievements, including:
➢ How much was the sales of that day.
➢ The number of new customers the sales team has attracted in a given period
of time.
➢ The ratio between the number of leads or website visits and the number of
customers who actually make a purchase.
➢ Percentage of customers who return and continue to purchase after making the
first purchase.
➢ Average value of orders purchased by customers.

94
 ➢ The time it takes the sales team to process an order from when the customer
places an order to when the item is delivered.
➢ Feedback and reviews from customers about the quality of products or
services.
➢Evaluate the achievement of individual goals of each member of the sales
team.

2.2. Why is it important to evaluate sales performance?

Evaluating sales performance is an important element in business and business
management. Because sales performance reviews help determine whether a company
has met its sales target. It allows us to evaluate and compare actual sales performance
with previously set targets. This helps businesses assess the ability to accomplish goals
and adjust sales strategies if necessary.
To obtain an objective assessment, the sales representative writes a self-
assessment. It allows reps to reflect on performance in their own way, giving us insight
into how they think about the delegate's role, position on the team, and their
accomplishments and challenges. Conversely, the employee can also see how his or her
position as a manager aligns with that of the agent.
A good self-assessment will include:
- Specific examples of achievements and contributions to the team.
- Performance is outlined with specific numbers.
- Explain the "why" they did the way they did.
- Details of how they see themselves growing.

2.3. How does leadership evaluate the performance of salespeople?

Salesperson evaluation acts as a necessary map for businesses to have an
accurate and objective view of their business team. The evaluation of sales staff capacity
is not an easy process for any HR manager. Therefore, the quality of the sales staff and
the evaluation of how the salespeople (shown in skills and attitudes) always play an
important role.
Leaders evaluate salespeople's performance through a combination of
quantitative and qualitative measures.

95
 - View sales metrics to evaluate employee performance.
- Customer feedback is an important indicator of employee performance.
- Evaluate the ability to manage the sales process and convert leads.
- Check employee activities and sales efforts.
- Evaluate employee sales knowledge and skills.
- Collect feedback from colleagues and sales managers.
- Evaluate performance and discuss with sales staff.
By combining these assessment methods, management can gain a
comprehensive understanding of salespeople's performance and make informed
decisions about recognition, incentive, training, and performance improvement plans.
capacity.

2.4. Evaluation - compare actual performance with benchmarks

Evaluating - comparing salesperson performance is the most difficult step in
sales force control because it requires judgment and a deep understanding of the market.
Standards cannot be applied to all salespeople because of differences in territory, sales
potential, competitive impact, and personality. Linking individual performance to
standards also creates complexity.
Comparing salesperson performance requires evaluation against quantitative and
qualitative standards. Low-performing salespeople are judged on a quantitative basis,
but their qualitative contribution should also be considered. Evaluating salesperson
performance requires judgment and in-depth understanding of the market and related
factors.
Judgment goes into evaluating salespeople in other ways. Performance trends, as
well as current performance, are relevant - an individual who shows progress but whose
performance is still below standard should be encouraged. There is also always the
possibility that something is wrong with a standard. When an individual repeatedly fails
to meet a standard, management should investigate whether the standard is set too high.
In scientific work, the general procedure when comparing actual and expected
results is to set up tests that measure the observed variable and the effects of other
variables. However, in the evaluation of salespeople, such tests cannot be applied. The

96
performance of each salesperson depends on a complex interaction of many factors,
some of which are not within their control or management. Factors such as time,
salespeople, customers, general business conditions, and competitor activity also
change. However, some companies measure the impact of specific factors on employee
performance through carefully designed testing and management teams.
Companies must develop performance criteria that are measurable, realistic,
relevant, and consistent. Companies use both quantitative and qualitative criteria.
Evaluation methods must measure performance.
Performance appraisals serve to reward effective performers and punish
ineffective salespeople. Many difficulties can be overcome if performance evaluation
is conducted effectively. Managers and salespeople must prepare for the assessment.
Both should see positive reviews. Performance should be reviewed honestly and openly.
At the end of the evaluation, the manager should summarize the salesperson's previous
performance and together outline future performance goals.

3. How Vissan Measures Salesperson Performance

3.1. Relationship of performance to Vissan's sales goals
Sales performance has a direct relationship to Vissan's sales goals. Sales
performance is not merely a measurement indicator, but also an important contribution
to Vissan's achievement of its sales goals. By monitoring and evaluating these
performance, the company can grasp the market situation, competitiveness and better
understand customer priorities and needs.
➢ Sales is one of the most important metrics for Vissan's sales goals. It measures
the total value of products or services sold during a given period. Achieving a higher
level of sales than the set target will help Vissan achieve its sales target and increase
revenue.
➢ Market share is the percentage of the market that Vissan captures in the sale
of its product or service. Achieving a higher market share than the target will help
Vissan increase its competition and expand its market.

97
 ➢ Customer conversion rate measures the rate at which potential customers
convert into actual customers. Achieving a higher customer conversion rate will help
Vissan increase the number of customers and increase sales.
➢ Profit earned after deducting all costs related to sales activities. Achieving a
higher profit than the target will help Vissan achieve its financial goals and ensure the
sustainability of its business.
Together these sales performances contribute to the achievement of Vissan's
sales goals. By reviewing and monitoring sales performance on a regular basis, Vissan
can make smart and appropriate strategic decisions, from developing new products and
services to meet market needs, take advantage of market expansion opportunities and
optimize business performance.

3.2. How Vissan's leadership evaluate salespeople's performance

Vissan leaders evaluate the performance of their salespeople through a process
of aggregating and evaluating many important factors and criteria. Evaluation methods
are used to measure and evaluate employee success and contribution in driving sales,
building customer relationships, and improving overall team performance. sales team.
➢ One of the important factors that Vissan uses to evaluate the performance of
a salesperson is sales. This is the most important criterion for determining an employee's
ability to generate revenue for the company. Vissan evaluates the total revenue
generated by employees during a specific period, such as a month, quarter, or year. This
metric will help determine whether employees are meeting sales goals, and making a
positive contribution to the company's overall revenue.
➢ In addition to sales, Vissan also evaluates the number of transactions
completed by employees. This could include the number of contracts signed, the
number of orders processed, or the number of closed deals. This metric will show an
employee's ability to make and complete a sale, and gauge their ability to achieve
specific goals.
➢ Vissan also looks at the ability to generate new customers to evaluate the
performance of sales staff. This can be measured through the number of new customers
registered or the number of leads that have been converted into actual customers.

98
Generating new customers plays an important role in expanding customer base and
increasing sales. Therefore, the employee's ability to attract and convert new customers
will be thoroughly evaluated.
➢ Vissan also pays special attention to customer feedback. This may include
customer ratings of the purchasing experience, quality of service, satisfaction and
professional satisfaction of employees. Feedback from customers helps Vissan assess
the ability of employees to build relationships with customers and meet their needs.
➢ In addition, evaluation from colleagues and managers helps Vissan find
potential employees and shape opportunities for promotion and career development. By
monitoring and evaluating employee performance, Vissan is able to identify
outstanding and trustworthy individuals to ensure that they are recognized and enjoy
opportunities that promote personal and professional growth. subject.

3.3. From Used for Assigning Quantitative Performance Standards To Sales

Personnel of Vissan

ASSIGNED STANDARDS OF PERFORMANCE

SALESPERSON: THAI BAO YEN OPERATING PERIOD: 2022-2023

1. Sales during period: 1.100.000.000 VND/quarter

(Quotal: 1.025.000.000 VND/quarter)

STANDARDS: Meet or exceed quota

2. New accounts obtained during period: 4 per period

STANDARDS: 4 per period

3. Sale to new accounts during period: 410.000.000 VND

STANDARDS: 10% of total sales

(target at the end of 2023: 4.100.000.000. VND)

4. Total calls during period: 1 hour-1,5 hours Average calls per day: 12 calls

STANDARDS: 6 calls per day

99
 5. Percent of accounts called on one or more times during period: 100%

STANDARDS: 100%

6. Total contacts during period: 1.500 contacts

Average number of contacts per call: 1.5 contacts per call

STANDARDS: 2 contacts per call

7. Proportion of calls on retail (R) accounts: 73%, wholesale (W) accounts: 27%

STANDARDS: R 70%, W 30%

8. Total sales meeting held: quarterly meeting (3 months/time),

Attended: all employees and management of the company

STANDARDS: Attend all

Table 4: From Used for Assigning Quantitative Performance Standards To Sales Personnel of Vissan

3.4. Vissan's employee sales performance evaluation sheet

SALESPERSON PERFORMANCE ANALYSIS
NAME: THAI BAO YEN DATE: 31/12/2023

PROBLEM FAIR AVERAGE GOOD SUPERIOR

JOB FACTORS

Product Have complete knowledge of X

Knowledge the company's products,
including their ingredients,
features, benefits, and how to
use them. Having advantages
in consulting and introducing
products to customers

Awareness Understand the needs and X

of Customer wants of customers.
Needs Proposing suitable products
and meeting the needs of
customers

Relationship Build and maintain good X

with relationships with all
Customers customers. Ability to create
trust, interact and create good

100
 and long-term relationships
with customers

Number of The planned number of X

Sales Calls customer meetings has not
been achieved. The working
process is not efficient and
planned in finding and
reaching new customers

Quota Achieve the set sales target. X

Performanc Due to the full range of sales
e skills, meeting the needs of
customers in the fiercely
competitive market meeting

Service Sometimes it is not good to X

Follow-up follow up after sales service
fully and effectively. Leads
to customer complaints
Adherence Didn’t comply with the X
to Call Plan scheduled customer meeting
plan, leading to missed
appointments and failure to
achieve the goal in
approaching and interacting
with customers

PERSONAL FACTORS

Punctuality Employees often come to X

work 30 minutes late

General Work on emotions. X

attitude Customers often complain
about attitude

Dress & Dress neatly, politely. But X

Appearance sometimes lazy to put on
makeup

Diligence Hard working and positive at X

work

Cooperation There are many mistakes X

when meeting a business
partner

Accuracy Do exactly the requirements X

101
 of the customer and the work
items that the company has
set out

Adaptability Adapt well to different X

working environments

Reliability 76% X

STRONGEST POINT: Smart and hard at work, good at communicating with customers.
WEAKEST POINT : Sometimes the attitude is not good.
COMMENTS : Need to adjust the way of working to achieve higher efficiency.

Table 5: Vissan's employee sales performance evaluation sheet

VII. SALES PROCESS

1. Theory of 8 steps to selling

1.1. Prospecting
The first and very important step in the sales process is to find potential
customers - customers who have needs and are likely to become users of your products
and services in the future. . Identify your potential customers from the target customer
file and understand whether they have the need and can afford to pay for the products
and services that the company provides. Prospecting involves activities such as
researching the target market, gathering relevant contact information, establishing a
customer database, analyzing demographic data, advertising online, using lead
generation tools to find potential customers.

1.2. Pre-approach
In the period before reaching customers, more than anyone else, sales staff need
to understand clearly about the use, features, price, and characteristics of the product to
be able to advise customers in the best way. In addition to knowing the product, the
seller needs to know who the customer he is marketing is, where, what needs are and
be prepared mentally and spiritually to meet the customer. This may include researching
their needs, preferences, and any specific challenges they may face. Sales professionals
also develop a prospecting plan based on this information.

102
1.3. Approach
A business that wants to stand up needs to have quality relationships where
customers are the first criterion. It can be through different means such as phone call,
email or face-to-face meeting. How to meet face to face to have physical contact with
potential customers. If they agree to an appointment, it means that the customer is really
interested in his product. This is an opportunity to convince customers to close the order.
Some popular customer approaches today are often applied such as: approaching
through referrals, giving customers a trial sample (so that customers can know and feel
about the quality of the product), building have a good relationship with customers,
suggest customers to use products, listen to customers' suggestions, send documents
about products, persistently convince customers to the end.
The goal of this approach is to make a positive and engaging first impression,
establish a rapport, and begin to build a strong rapport with potential customers. Need
to keep in touch with customers, regularly visit and provide full useful information
about products to customers.

1.4. Need identification

During this phase, the salesperson aims to uncover the specific needs, problems,
or challenges the prospect is facing. Customer needs often stem from human psychology
to satisfy their certain needs. This involves active listening, asking relevant questions,
and understanding the prospect's problems. If you do not know their needs, you will not
be able to convey the use of the product you are selling to them. You are a salesperson
and your only job is to benefit your customers.
Currently, there are two needs that customers are most often interested in: the
value of the product and the service for that product. When you bring value to
customers, customers realize their needs with it and the service policy of the product
you bring, that is the value of your product.

1.5. Presentation
During the presentation phase, salespeople effectively develop a presentation of
their products and services by addressing specific cases to each prospect. Showcase
their products or services to potential customers, highlighting their features, benefits,

103
and how they address identified needs. The topics leading the story need to be diverse,
interesting, touching customer psychology and not political or religious. The
presentation can include illustrations, visual aids, testimonials, or any other persuasive
technique to effectively communicate the value proposition. The most important thing
is to be relevant to your target audience.
Opportunities often come and go very quickly, so salespeople need to catch them
promptly, promote customers to make quick decisions such as suggesting customers
buy a little trial, requesting to confirm orders, asking customers for suggestions, for
completing…
Ultimately, the point is for you to connect the features of your product or service
with specific benefits for your customers. So, listen attentively to what customers think
about the problems they are facing to come up with the best solution.

1.6. Handling objectives

At this point, the prospect may have expressed concerns, concerns, or objections
that need to be addressed. The role of the salesperson is to address these objections and
provide a satisfactory answer or solution. This stage requires actively listening to the
potential customer's concerns and objections, empathizing with their point of view, and
providing the right information or solutions to overcome their objections.
Solving customer obstacles not only helps to build trust and credibility, increase
customer satisfaction, and effectively retain them, but it is also the best way to help
salespeople recognize flaws in the process. their sales process, thereby making more
timely adjustments.

1.7. Closing the sales

All of the above steps are a series of operating actions - interactions between
salespeople and customers. The ending phase is where the salesperson sought to ensure
commitment from potential customers to continue buying. This is the stage that every
salesperson is aiming for because it affects the business efficiency of the company.
Including activities such as providing free services, sending thanks, creating events for
customers to exchange and regularly visit customers on special occasions. This is an

104
important activity in the sales process that many businesses often ignore. The goal is to
reach an agreement and complete the sales.

1.8. Implementation
After the end of the sales, the deployment phase focuses on ensuring the smooth
transition and transfer of products or services to customers. This may be related to
coordination with other groups or departments in the organization to meet the
requirements of customers, to set up accounts, arrange delivery or install and provide
any later support. Sales are necessary.

2. Sales scenario
Sales scenario for people in group I
EXCHANGE AT OFFICE
Y: It is certainly a pleasure to meet you.
M: I am pleased to meet you. I invite you to sit.
Y: Thank you. Yesterday, I contacted you about wanting to buy a house in Swan Park
Nhon Trach.
M: I am My - Consultant of real estate company BG group. Can you tell me before
contacting my company, have you consulted and received any other housing advice?
Y: Before that, I also went to check prices and looked at quite a few places, but there
were still a few things that made me not very satisfied. So, I want to refer to more,
please advise me.
M: So do you want to know more about the developer and their products or just want to
know about your home? ➢ Question clarify DISC 1
Y: I just want to know about the area I live in, but I don't care much about who the
investor is.
M: Can you tell me when you go to other consulting firms what impressed you the most
from the previous services ➢ Question clarify DISC 2
Y: In the past, I went to see a house in Van Phuc city, there was a staff member the
same age as you who advised me very enthusiastically, she talked gracefully and
skillfully.

105
M: Yes, now there are many young people who have a lot of experience and knowledge
to advise, the way of talking is also charming and going straight to the problem will
create more sympathy for customers.
Y: I see you're right. Nowadays, many young people are very good, always learning
new things.
M: Yes, that's right! When a consultant with good expertise talks, it will also be clearer
and understand the customer's buying psychology.
Y: Although I feel that house is not suitable, if my friends or acquaintances want to buy
a house there in the future, I will introduce my friend to her and ask her for advice.
M: Can you tell me if you currently need to buy to live or to invest? ➢ Need
identification 1
Y: I want to buy a house for my parents to live in and retire. You also know that the
elderly need a place to rest, relax, fresh, quiet and have good security. Because where
my parents live, there are many people from outside the province who come to do
business, so this place is very crowded and complicated, but my parents are old and
weak.
M: You are truly a filial son to your parents. I see that you are still very young, but you
have already made money to buy a house for your parents. I really admire you so much.
I'm also trying to be able to take care of my parents like you in the future. Do you need
to buy now or just refer first and buy later? ➢ Need identification 2
Y: Your friends have introduced you to this house in this area. They say the security
and environment here are very good. I also watch youtube about the landscape and life
here. I quite like this place. If I feel like this is a good fit for my parents, I'll probably
buy it.
M: Where do you live and work now? ➢ Need identification 3
Y: I live and work in Binh Thanh. My parents' house is in Di An.
M: Where are you in Di An? I also have some friends in Di An, maybe also near your
house.
Y: My family is near the administrative center of Di An. Where is your friend's house
in Di An?

106
M: You live near the administrative center of Di An, so it's also near my friend's house.
My friend's house is next to Di An medical center.
Y: It's close to my house from there, about 10 minutes.
M: As far as I know, it takes about 1 hour to return to Di An, you work in Saigon so far,
do you often visit your parents?
Y: Yes, I often visit your parents. Every weekend I will visit my parents
M: How is the house in Di An currently? Why do you want to buy a new house? ➢
Need identification 4
Y: Like I said. That house is still normal, but I want to buy my parents a good new
house, quiet, with lots of green space, cool and security like Swanpark for retirement.
As for the old house, I will rent it out to have money for my parents to use every day.
M: If you don't mind can you tell me why when you go to see the other houses that you
are not satisfied with? ➢ Need identification 5 So that I can advise you a house that
better suits your preferences?
Y: Well, when she went to see the house, there was an apartment that was suitable for
my price, but there was no yard for outdoor activities and on weekends the family could
organize meals. Besides, there is no security, the design of the house looks too dark and
doesn't look bright, the houses are close together so the space is very noisy, so I don't
like it. There are also a few houses that I like, with a garden, good security, quiet,
beautiful design, the sun shines into the house, there is a lot of vitality but the price is
very high. So I had to look elsewhere.
M: Then rest assured, I will try to find an apartment that suits your requirements.
Y: Is the house there raw or furnished already?
M: Do you want a furnished house or an unfurnished house? ➢ Need identification 6
Y: If the house is furnished, even better, because I am not good at interior design.
Mainly bought for my parents to live in.
M: Yes, the houses have interiors designed in a modern and youthful style, with suitable
furniture to bring a sense of comfort to the people living in the house. (Open the laptop
for the customer to see the overall design of the house). As you can see, we have chosen
a house with spacious space, delicate design, and meticulousness in every corner so that

107
the whole house looks beautiful to meet your family's expectations. Each house in this
area is a masterpiece built with passion and special attention from Swan City.
Y: I like it when you say it. I told you, in the past, my family was very poor, my parents
worked very hard to buy a house below Di An. So now I go to work and earn money,
so I want to take care of my parents, so that my parents can have the best life.
M: As you know, there are many very good apartments but selling at very high prices,
I will try to find you a house with all the above criteria but the price will be suitable for
you. Please feel free to trust me.
Y: Please try to find me.
M: There are many different types of houses in that area. How much you want to buy a
home? ➢ Need identification 7. Because the house is furnished, the price will be more
different than the raw house.
Y: Currently, I want to buy a house for about 3 billion 5 hundred million.
M: Do you want a garden or not? ➢ Need identification 8
Y: I want the house to have a large yard for the family to live in. It doesn't have to be
too big.
M: Don't know which direction the house you want to buy is in? ➢ Need identification
9
Y: My parents often get up early to breathe fresh air, eat breakfast and drink coffee
together, so I want to find a cool east-facing house that can suit my parents' preferences.
The east direction is also suitable for my father's age. With a house that has good feng
shui, the business will be more favorable. Everyone wants that.
M: Prices in the market fluctuate a lot, if there are additional costs than you originally
expected, how much will the price fluctuate, can you manage? ➢ Need identification
10
Y: If we say there are additional costs, it's about 400-500 million at most. If it's higher,
I don't think I can buy it.
M: Yes, with the request you made just now, I have a few landscaped townhouses that
are very suitable for the price you have offered. You can see a brief reference about this
townhouse. (show guests references about the houses)

108
Y: I see that this townhouse is also beautiful and modern.
M: From Binh Thanh to Swan Park Nhon Trach takes about 1 hour and 30 minutes by
car. Are you free to go see it today?
Y: I'm sorry, I'm busy today. I have an important meeting this afternoon, so I can't go
to see it.
M: Yes, it's okay. So, are you free this Sunday morning? My company has a car to take
you to see some houses in that area.
Y: At 8 am this Sunday, I am free. See you that day we go to see the house.
M:Please make friends with me in Zalo. If you have any questions, we can chat via
Zalo. This is my business card. (gives business card)
Y: Wait for me (show Zalo's QR code) Here's my Zalo.
M: I made a note of it. The schedule to take you to see the house is at 8 am on Sunday.
Thank you very much. See you on Sunday morning. Wish you a good day.
Y: Thank you, have a nice day.

DIRECT EXCHANGE
M: Thanks for agreeing to meet with me. It's a bit hot today. Are you tired?
Y: Thank you for your concern, we are not tired, just a little hot. Today, I took my older
brother to see the house together.
M: Hi! It’s my pleasure to cooperate with you. My name is My - a consultant for the
real estate company BG Group. A few days ago, I also exchanged with her some
information about the house.
T: Hello. Nice to meet you. I also heard my younger sister talk about it briefly.
M: Yas. (M's eyes glance at Y's legs) What's wrong with your leg?
Y: I fell off the car.
M: Is your leg heavy?
Y: It's just a scratch on the skin. I am alright.
M: Remember to be careful on the road.
Y: Well, thank you.
M: Well, let's go see the house now.

109
Y: Your company is too psychologically supporting the car to take us there to see the
house.
M: Well this is what I should do. But you can rest assured that it will be cloudy, not
rainy, so the atmosphere will be more comfortable.
(CHANGE SCENE)
M: (talking while walking) We've arrived. I invite you to come down here for a little
tour of the area. This place includes a system of green parks and gardens to create a
fresh natural space for everyone. Swan Park townhouse has a wide aisle. The path is
decorated with grass and stones, with ornamental plants on both sides.

PRODUCT INTRODUCTION
M: With the requests you made the other day, I have found a house that matches your
requirements. The house is located in subdivision 1A - The Garden Town. This is the
house that I would like to introduce to you. Now let's go see the house.
Y: Let's go, I'm eager to see what the interior looks like!
M: Yes, entering the house will see a 6.4m wide front yard, enough for cars and 1-2
motorbikes, to the right of the door there is a small path leading to the main door.
T: What is the area of this house?
M: The land area is 6.3m wide and 17m long. The usable area is 123.30m2.
(Takes guests into the house)
M: Entering the house, you will see that there is a partition between the entrance and
the indoor space. On the right is the junction switch of the whole house, and on the left
is the living room designed in a luxurious modern style. I'm sure your parents will love
this living room space to be able to chat with friends when they come home.
Y: The living room looks so bright. Parents' house is quite small and cramped, the
design is not as neat and beautiful as here.
M: Yes, that's right. The house is designed synchronously and using high-class
materials, ensuring luxury and comfort for the family. The design here is built in a style
that limits the partitions of the house to look spacious, enhancing the beauty of the living
room. Make guests come to your house to play excited and satisfied.

110
Y: Well, I see now that the houses are all designed like that, it looks so bright. I really
like this living room.
M: Yes (leads the guest through the kitchen) To this side is the kitchen. This house is
designed with large glass windows to get the most light into the house. As in the living
room, there is also a very large door to let more light into the house. I'll take you to see
the backyard.
T: uhm let's go
M: Yes, the backyard is about 3.5m wide, spacious and airy, with tables and chairs that
can be eaten outside. On weekends, when you come here to visit your parents, you can
open an outdoor barbecue to eat close to your parents or in the afternoon your parents
can come here and drink tea together. On the right side you can put flower pots or
ornamental plants. As you have also said, my old house does not have a quiet backyard
to be able to gather for outdoor activities like this, as well as being able to let your
parents rest and drink tea.
Y: You're right. Her parents' house does not have a backyard, when guests come to play,
they can only clear the tables and chairs in the living room to make it bigger. In addition,
in a closed space, when there are many people and cooking, the smoke will be a bit
suffocating.
T: Now that there is a backyard like this, when inviting guests to eat, it still looks polite,
more beautiful, and cooler.
M: Now let's go up to see the design of the house.. (walk and talk). As you can see this
house has a spacious staircase. This house has a bathroom on each floor. Up here there
will be 1 bedroom with its own bathroom inside. This floor will have a reading and
living room, every night the whole family can read books, talk, play, and watch movies
together, helping to strengthen the emotional bond of everyone in the house. The front
of the balcony is designed with glass doors that can get light. In addition, there are also
skylights combined with ceiling lights, natural light is an important factor to help
highlight the chandelier and illuminate the stairs from the 2nd floor to the 1st floor,
highlighting the indoor space..

111
T: My family also has a habit of watching movies together and talking in the evening.
Because everyone is worried about going to work during the day, only at night they
meet and talk to each other.
Y: That room has exactly what you want.
M: Yes, on the 2nd floor there will be 1 bedroom, 1 worship room, the outside balcony
is large enough for your mother to dry clothes, no need to go up and down many times.
T: It is true that the overall house fully meets the criteria of a family that is currently
wanting to have.

HANDLING OBJECTIONS & CLOSE SALES (BY EMOTION & OLD

SCHOOL)
SCENARIO 1: CUSTOMERS DON'T SEE THE BENEFITS OF BUYING THIS
HOUSE
T: I don't know what amenities will be enjoyed when buying a house here? Because I
see that in Van Phuc city, there are many utilities, many fun and exciting activities, and
around here is also quite deserted, with few places for entertainment.
M: Yes, this project is divided into separate play areas and residential areas so as not to
affect the residents living here. And here you will enjoy local amenities such as a
clubhouse system including gym, sauna, swimming pool for each subdivision, and there
are 3 very large parks, 16 international inter-schools, care centers and health care….
Your parents here will be completely secure with convenient life experiences even
though they are far away from Ho Chi Minh City. But it is totally worth the cost you
spend. (State the benefits of the project) ➢ Close sales by old school
M: Housing in Van Phuc city is indeed a lot more convenient, fun and exciting than this
area, but in that area it is near a crowded residential area, very noisy and dusty. With
the price and the suggestions you told me at the beginning to buy a house, I think you
can't afford to buy a house there because the house there is very expensive. That house
doesn't fit the needs you want.
Y: So, in the future, how many years will this place develop? This place is so far from
the city, there must be something to be able to develop like the city. Because not only
accommodation but also other issues such as schools, hospitals. If this place does not

112
develop well in the future, the quality of schools and hospitals is not worth the money I
spent. A place without development potential, I'm not sure I would buy this place.
M: Yes, it is predicted that within the next 3-5 years, the surrounding projects will
develop about 80% compared to the conditions and standards of the city.
Y: Hmm, I'm so excited to hear you say that. Here, about the surrounding facilities, I
am very satisfied. The other day I had a discussion with my parents about buying a
house in Swan Park. At first, my parents did not agree because my parents were used to
the noisy neighbors around. Buying a house in Swan Park is far from my previous life,
now living in a quiet place is too afraid that my parents will not be able to adapt
immediately. But when they know that Swan Park has better security, peace and
comfort, they will gradually get used to the surrounding neighbors. My parents heard
what I said and thought it was reasonable, so they also agreed.
M: Yes, rest assured. This place is not far away, only 25 minutes by car from Ho Chi
Minh City - Long Thanh - Dau Giay highway. Especially when the traffic infrastructure
system is more and more complete in the near future, moving to the center of Ho Chi
Minh City will become faster.(State the benefits of the project)
T: I can see it, then it would be more convenient to visit my parents.
Y: That's good then. Usually, it takes more than an hour for her to return home to Di
An, not counting the traffic jam.

SCENARIO 2: PRICE HIGH THE CHARGE OF CHARGES

Y-T: What do you think of this house?
T-Y: Now that I have heard from you about the future development plans at this place,
I find the house here good and meets my requirements..(Looking to My) How much is
this house? I think there is high security and modern facilities, so it must be very
expensive, right?
M: This house, including the furniture, is priced at 4 billion 1 hundred million dong
Y-M: Oh my god why is the price so high!
Y-T: I think this house is too expensive. I don't think we can afford this price.
Y: Hmm….. With this price, I don't think we can handle it. At this price it is much
higher than the original cost that I offered.

113
M: Yes, I know that the economic times are tough, it's very difficult to earn money.
When buying, everyone needs to consider the price, but you can rest assured. At the
end of last year I sold a house to another family, at first they were also confused about
the price like you, but when they felt that the With the benefits and spiritual values that
this place brings, that family decided to buy a house in this area. There were a few
customers who used to say the same thing in the past, not just in your cases. Quality
products should come with comparable prices. The same family called me last month
to thank me for advising them more about the area. Make their family life more
comfortable and joyful. Although you may feel the price is high at the moment, the
benefits and value it brings are well worth the money you spend because you can use
these utilities for a long time.(push customer emotions)
T: uhm let me reconsider. It sounds reasonable, but I think this price is still too high.
We used to refer to other urban areas in Saigon, and I found the same house, but the
price was cheaper than here.
Y: You let us discuss it together. This issue cannot be resolved immediately. Because
buying a house has a high price tag, I want to make the best decision.
Y-T: What do you think, I think this apartment is good, if we don't buy it now, the price
goes up, we can't even buy it.
T-Y: In my opinion, with 4.1 billion, there will still be many better apartments.
T-M: I find this house up to standard too, I like it very much. But so far I can only see
2, 3 apartments. I don't know if there is a better apartment, I must see a few more
apartments before deciding. If you have a better apartment for the same price, please let
us know.
M: I don't recommend waiting any longer. If you've found a house you really like, meet
all your needs. You can offer a low price today, but the longer you wait, the more
opportunity others will come to ask. By then you will have to compete with other
customers, so your bargaining power is lower. If you like it, buy it as soon as you find
it.(push customer emotions) ➢ Close sales by old school
T: Let us think a little more.
M: This house you feel is so high, but in this area, this house is the best price. If you
don't buy it now, in 1-2 years, its price will increase by about 3% compared to the

114
current price. Swan Park has a detailed development plan, with clearly defined
industrial, urban, residential, and commercial zones. This plan helps to make the most
of the potential of the area, ensuring harmonious development in the future. I think you
should decide to buy this house as well, because there is no house that has such a good
price.➢ Close sales by old school
Y-T: I see that a lot of people in my company want to invest here as well. They say
there aren't many people here right now. But in the future, there will be many buyers
because this place is close to the airport and invested heavily. After that, the price will
be very high. If we don't live anymore, we can still make a lot of profit if we sell it.
M: Yes, if you decide to buy this house, let me know soon, tonight or tomorrow at the
latest.I will keep it for you, no one else will buy it. Because the house here has many
consulting places, others will probably sell it first.➢ Close sales by old school
T: About this matter. I need more time to think.
M: I also understand that buying a house is a big and important decision in life. This is
not only a house, it is also a place where your family builds a happy family nest and
creates many memorable memories together. You just imagine waking up every
morning in the fresh air, cozy dinners with your family. This is the dream that everyone
strives towards. (push customer emotions)
T: I know it is. We also want to buy, but the amount is too big for us.
M: Yes, I also know that, because I also based on the needs, the criteria that you gave
at the beginning. I have tried to find you this home to suit your taste and price. I also
find that this price is higher than what you can buy this house. I also really appreciate
you because you are so young that you can save money to buy a house for your parents.
I see you as my brother and sister, so I want to help you buy a great home. But if you
don't buy now, it difficult to buy a house like that later because the price increases over
time. I assure you, later if you want to buy a house, it will increase 5-6%, not 3% like I
said at the beginning. (push customer emotions) ➢ Close sales by emotion
T: If you say so, we think it's true. With the current economic situation, buying a house
and buying land is extremely difficult with the price increasing, but it has not decreased,
especially real estate. To tell you the truth, we also worked for a long time to accumulate

115
this money. Currently, I see that real estate is saturated, so we risked buying a house,
because we also know that in the future, maybe the price of real estate will increase, it
will be difficult to buy a new house for our parents.
Y-T: Let's buy it. With this money I think we can still manage. But if the price increases
tomorrow, it will be even harder for us to buy. Now we are hesitant that there is no such
good apartment anymore.
Y: I thank you for taking the time to go with us to see the house today. But we have to
go home now because we have very important work this afternoon. See you another day
we will meet to discuss payment policy. I really like this house, so please keep this
house for us.
M: If you decide to buy that house, please let me know soon. Because I can't keep this
house for long. Anything you can message me about your free time and location via
Zalo to me to make a contract for you. Thank you for taking the time to visit the house
with me today. I invite you.
Y: I'll let you know soon, let's go home now.

CONTRACTING
M: I salute you.
Y: Thank you for taking the time to advise me and go to see the house with me the other
day. At first I was very hesitant about the price, but you are always enthusiastic and
give me your best advice, I feel respected. After listening to your advice, I found that
this house meets all my requirements and is worth the money I spend. So I decided to
buy this house. Do you have customer payment support policies?
M: Yes, thank you. You can rest assured in this matter. My company has 3 policies for
you to choose from. (Show customers the payment policy table) First you will have to
deposit 50-100 million VND/unit. Then you will pay in installments. First method, you
can pay in 9 small installments. Second, it is divided into 3 installments, you will pay
my company 50% in advance with a discount of 5%. The last method is that you pay in
2 installments, pay 95% in advance with a discount of 10%. With such policies, I will
be comfortable and have time to prepare.

116
Y: Uhmm makes sense, let me see (pretend to think). I would like to hear more advice
about the 3 installment payment method, can you guide me in more detail?
M: Yes. The first payment is that you will pay 50% 7 days after deposit. The second
installment, you will pay 45% and you will receive a house, then your family can move
in. The final payment is the remaining 5%, then you will receive the pink book and you
officially own the house you want.
Y: I will choose a 3 installment payment method, thank you for being so enthusiastic.
M: Yes, even if my customers don't buy, I always try to create the best customer
satisfaction. I also thank you very much for your trust and for taking your precious time
to listen to my advice. I am happy to advise you.
Y: Will the contract be signed today or another day? I want to sign today. I'm afraid that
if I don't sign it right away, someone will buy this house.
M: I have prepared a detailed contract for you to sign immediately. If you have any
questions about the contract, just ask and I will explain the problem to you.
Y: (see contract) Uhmm. This contract is fine. Do I sign here?
M: Yes, that's right.
Y: (signs) It's done. Thank you so much.
M: Congratulations on owning this house!

C. REFERENCES
1. https://chefjob.vn/phan-tich-cong-viec
2. https://www.testcenter.vn/blog/xay-dung-cac-tieu-chi-danh-gia-ung-vien-
tuyen-dung-hieu-qua/
3. https://resources.base.vn/hr/quy-trinh-tuyen-dung-nhan-vien-ban-hang-de-tang-
doanh-so-391/
4. https://timviec365.vn/company-vip/cong-ty-cp-viet-nam-ky-nghe-suc-san-
vissan.html#nguon-nhan-luc-tai-cong-ty-vissan
5. https://www.cpsa.com/resources/articles/how-to-determine-how-many-
salespeople-you-need-for-your-sales-team-(part-2-of-6)
6. https://tuyendung.topcv.vn/bai-viet/quy-trinh-tuyen-dung-nhan-
su/#Buoc_6_Phong_van_ung_vien

117
7. Hệ thống cửa hàng VISSAN tại Tp. HCM (vissanmart.com)
8. Product (vissan.com.vn)
9. Hệ thống phân phối trong nước (vissan.com.vn)
10. Sơ đồ tổ chức (vissan.com.vn)
11. https://www.googlesir.com/steps-in-setting-up-sales-organization/
12. https://www.economicsdiscussion.net/sales/sales-organisation-meaning-
characteristics-importance-design-
types/32288#Sales_Organisation_Classified_into_Four_Basic_Types
13. Kinh nghiệm ứng tuyển việc làm thành công vào công ty Vissan (timviec365.vn)
14. https://www.rainsalestraining.com/blog/what-is-sales-
training#:~:text=Sales%20training%20is%20the%20process,as%20a%20chang
e%20management%20initiative.
15. IPO Vissan: Không phải thịt, xúc xích mới thật sự là “mỏ vàng” (cafef.vn)
16. https://www.fca.edu.sg/blogs/sales-training-essential-selling-skills/
17. https://www.vissan.com.vn/images/2023/230405_-_vsn_-
_bctn_2022_trang_doi_.pdf
18. https://taothao.com.vn/quy-trinh-ban-hang/xay-dung-ngan-sach-ban-hang-
n388.html#noi-dung-ngan-sach-ban-hang
19. https://www.airops.com/blog/sales-performance-
metrics#:~:text=Sales%20metrics%20
20. https://www.klipfolio.com/resources/kpi-examples/sales/sales-target
21. https://www.vissan.com.vn/tin-tuc-vissan/vissan-va-nhung-buoc-di-chien-luoc-
de-mang-den-nguon-dinh-duong-sach.html
22. https://bizfly.vn/techblog/tao-dong-luc-cho-nhan-vien.html
23. https://www.salesbullpen.com/blogs/extra-innings/the-three-types-of-sales-
motivation
24. https://www.salesreadinessgroup.com/blog/how-to-motivate-
salespeople#:~:text=Sales%20managers%20must%20recognize%20the,%2C%
20and%20Excellence%20(MOTIVE)
25. https://blog.hubspot.com/sales/sales-performance-review-
template#:~:text=A%20sales%20performance%20review%20is,%2C%20produ
ctivity%2C%20and%20career%20development
26. https://1office.vn/10-tieu-chi-danh-gia-nhan-vien-ban-hang-chi-tiet
27. https://www.google.com/amp/s/www.vskills.in/certification/tutorial/evaluating-
comparing-actual-performances-with-standards/%3famp
28. https://gobranding.com.vn/thap-nhu-cau-maslow/

118