UNIVERSITY OF ECONOMICS – THE UNIVERSITY OF

DANANG

TRAINING THE SALES FORCE

CASE STUDY: MANULIFE & VIETTEL COMPANY

Lecture: PhD. Đặng Thị Thu Trang

Subject: Sales Force Mangagement
Class: 44K08.1
Group: 6
Student: Phan Thùy Dung
Nguyễn Ngô Thọ Minh
Nguyễn Thị Mỹ Thành
Mai Thị Huyền Trang
Nguyễn Lê Châu Yên

Da Nang, November 2021

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CONTENTS

PART 1: THEORETICAL BASIS.....................................................................................................2

1.1 DEFINE OF SALES........................................................................................................................2

1.2 THE ROLE OF SALES...................................................................................................................2

1.2.1 Transforming the sales relationship......................................................................................2

1.2.2 Growth..................................................................................................................................3

2.2.3 Customer Retention..............................................................................................................4

1.3 DEFINE OF TRAINING THE SALES FORCE..............................................................................4

1.3.1 Definition..............................................................................................................................4

1.3.2 Classification........................................................................................................................5

1.4 THE ROLE OF TRAINING THE SALES FORCE.........................................................................6

1.4.1 Improve customer relationships............................................................................................6

1.4.2 Reduce sales force turnover..................................................................................................6

1.4.3 Increase sales........................................................................................................................7

1.4.4 Increase company profits......................................................................................................7

1.5 SALES TRAINING DEVELOPMENT PROCESS.........................................................................7

1.6 SALES TRAINING TOPICS..........................................................................................................7

1.6.1 Product Knowledge...............................................................................................................7

1.6.2 Market/Industry Orientation.................................................................................................8

1.6.3 Company Orientation............................................................................................................8

1.6.4 Time and Territory Managementhires...................................................................................8

1.6.5 Legal/Ethical Issues..............................................................................................................8

1.6.6 Technology...........................................................................................................................9

1.6.7 Specialized Training Topics..................................................................................................9

1.7 SALES TRAINING CHALLENGES FOR GLOBAL COMPANIES.............................................9

PART 2: TRAINING THE SALES FORCE OF MANULIFE COMPANY AND VIETTEL

COMPANY........................................................................................................................................10

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2.1 Research rationales........................................................................................................................10

2.2 MANULIFE COMPANY..............................................................................................................10

2.2.1 Overview............................................................................................................................10

2.2.2 How to train the sales force.................................................................................................11

2.2.3 Advantages and disadvantages............................................................................................18

2.2.4 Solutions.............................................................................................................................19

2.3 VIETTEL COMPANY..................................................................................................................22

2.3.1 Company.............................................................................................................................22

2.3.2. How to train sales force.....................................................................................................23

2.3.3 Advantages and disadvantages............................................................................................27

2.3.4 Solutions.............................................................................................................................29

2.4 CONCLUSION......................................................................................................................31

REFERENCES....................................................................................................................................32

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PART 1: THEORETICAL BASIS

1.1 DEFINE OF SALES

- Sale is a transaction between two or more parties, usually a buyer and a seller, in

which goods or services are exchanged for money or other assets

- In financial markets, sale is an agreement between a buyer and a seller for the price of

a security and delivery of the security to the buyer in exchange for an agreed amount

of compensation

- If the item or service in question is delivered by one party to the other party without

compensation, the transaction is not considered a sale but a gift or a gift.

1.2 THE ROLE OF SALES

The sales department can be seen as the backbone of an organization. This is because the

sales department helps to bridge the gap between a business, brand, product or service and

their customers or customers. Realistically speaking, sales people generate revenue when

they sell a product or service. That allows a company to pay a lot of expenses and keep

growing. As it grows, it can attract more talent, reach new markets and generate even more

revenue thanks to its sales team. That's exactly why sales are key. If you put sales out of the

equation, it's pretty safe to say that everything else will fall apart. In any organization, the

sales department plays a pivotal role in the success of the business. The unique and important

role of sales is to bridge the gap between a prospect's needs and the products/services the

organization offers that can meet their needs. Here are some of the key ways sales impact an

organization's success

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1.2.1 Transforming the sales relationship

As mentioned before, salespeople close the gap between customer needs and needs. and

products/services that meet that need. Typically, salespeople are dealing with potential

customers who already have an awareness of the company through marketing and advertising

efforts, and it is the salesperson's job to close the deal with a sales pitch. how to introduce

more information and help customers make those connections.

Take, for example, car sales. You usually go to a car dealership knowing that you are looking

for a car. The car salesperson will often ask you questions about your personal life including

family size, typical daily routine, etc. to get a clear idea of what you will be using the car for.

They can then provide information on the various vehicles in the dealer's range that suit your

needs and guide you to make an informed decision about which vehicle is right for you.

Because salespeople interact directly with potential customers, they have the advantage of

being able to gather personal knowledge that will assist them in delivering pitches and

tailoring services accordingly. suitable for their audience. This is often an attractive aspect for

customers, as they can see the salesperson as an expert, which builds credibility and therefore

trust.

1.2.2 Growth

BusinessSales plays an important role in building loyalty and trust between customers and

businesses. Trust and loyalty are the main reasons why customers choose to recommend your

company to a friend or family member or write a great review of your product or service

online.

Recommendations and reviews are always valued by potential customers and customers

because they come from a third party and the perception that reviews and recommendations

are independent of the seller and therefore more reputable. In the digital age, they are

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extremely influential, due to the reach and power of social networks and online media. In

sales interactions, encouraging customers to refer friends or give positive feedback can have

an impact on business growth through increasing brand awareness and sales.

2.2.3 Customer Retention

Sales is a personal interaction between one person and another, a powerful one. Never

underestimate the personal connection between the two and its potential impact on your

brand reputation.

Excellent salespeople are the ones who not only make a sale but make a lasting impact on the

customer. Long-term customer relationships lead to repeat customizations, referrals, and

increased brand reputation through word of mouth.

One of the keys to retaining customers through sales is implementing sales tracking activities.

Setting up after-sales calls or meetings is a great way to maintain and build a positive

relationship, while also providing an opportunity for customers to feedback on their

experience with the product or service. If a customer has a complaint or problem, it can be

resolved quickly and professionally. Usually, unhappy customers won't complain, they'll

simply transfer their customization to another provider and won't recommend your service or

product to anyone else. Retaining customers is more cost-effective than winning new ones, so

take good care of your existing customers.

→ In summary, the power of sales for the continued success of an organization cannot be

underestimated. Leverage the impact sales can have, not only on revenue but also on brand

reputation, long-term customer retention, and business growth.

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1.3 DEFINE OF TRAINING THE SALES FORCE

1.3.1 Definition

Sales force training is the process of helping the sales force understand its rights and

obligations, adapt to the working environment, and be equipped with about the knowledge

and skills required for the position and sales job they hold.

Sales force training plays an important role in sales management activities in general. Not

only to increase knowledge/skills for sales staff, but also to help develop the ability to work

as well as build a positive working attitude of sales staff. This is a way to help customers'

employees adapt to the working environment and be equipped with the ability to work to

bring income for themselves, benefits for customers and profits for the business.

1.3.2 Classification

Sales force training programs can be divided into two categories, according to the object of

training: newly recruited salespeople and existing sales staff of the enterprise.

- For the training program for new sales staff, which is usually carried out right after

the selection, to equip them with basic knowledge and skills as well as to form their

positive attitude towards sales work, familiarize yourself with the environment,

colleagues and company, clearly define the duties and powers of sales staff in the

business.

- For the training program for the existing sales force of the enterprise, it is carried out

when:

● There are changes from the customer side such as purchasing characteristics,

purchasing needs, etc., requiring the company to have appropriate methods.

new sales methods

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● Due to the deterioration of sales staff, sales staff have bad sales habits, follow

inappropriate sales processes... need to be retrained.

● Due to personnel rotation: sending a salesperson to a new area…

● When entering a new market, establishing a sales area, a new sales branch…

The

● enterprise enforces sales policies and procedures new products need to be

introduced into the market

1.4 THE ROLE OF TRAINING THE SALES FORCE

A well-trained sales team is the lifeblood of the company and the bridge to customers. Sales

force training is especially important in improving the efficiency of sales activities to

complete the sales goals and plans of the business. In addition, when the working efficiency

of employees is not high or does not meet the requirements of the enterprise, it is also

necessary to conduct retraining. The training content includes product knowledge, sales

skills, business information, corporate policies and relevant strategic directions.

The long-term goals of sales training: find effective ways to plan, sell, and serve customers;

Increase profits.

The better trained your salespeople are, the stronger the business will be. Sales force training

is very important in the business because it brings the following long-term benefits: (Long-

Term Benefits of Sales Training)

1.4.1 Improve customer relationships

Equip them with skills ability to anticipate market changes and customer needs, and they will

seize opportunities. Sales training provides a way to improve skill sets and learn new

strategies and technologies – and all of this can be transferred to the customer base. Training

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can enable a sales team to become a trusted security advisor to a customer - and that can

result in the ultimate customer experience.

1.4.2 Reduce sales force turnover

It is true that about 40% of employees with poor job training leave their positions within the

first year when they cite the lack of training and skills development as the main reason for

leaving their positions, leave the business. For this reason, properly training the sales team

should be a top priority. Every employee needs to be equipped with the skills and tools

needed to succeed if the business wants them to feel confident in their position and increase

sales.

1.4.3 Increase sales

Training helps sales staff to have more skills in communication, closing orders and

accordingly sales will also be higher

1.4.4 Increase company profits

Sales training helps the sales force work better, bring more orders or in other words increase

sales, thereby increasing the revenue of the business.

1.5 SALES TRAINING DEVELOPMENT PROCESS

1. Conduct Training Needs Assessment

2. Training Objectives Determine

3. Content of the training program Develop

4. Determine Responsibility Method of Delivery, Timing and Location

5. Prepare Trainees

6. Trainees motivate

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7. Reinforce Training

8. Evaluate Training

1.6 SALES TRAINING TOPICS

1.6.1 Product Knowledge

Product Knowledge Not only does it involve knowing the details and information of their

company's products, but customers also often want to know how competitive products are in

terms of price, function, and performance. An important goal in product knowledge training

is to enable salespeople to provide potential customers with the information they need to

make sound decisions. Some benefits for employees when receiving product knowledge

training such as: Proud and confident in product quality, Confident in product technical

knowledge, better communication with customers, understanding product functions to

diagnose equipment problems, etc. These help improve interaction between salespeople and

customers.

1.6.2 Market/Industry Orientation

Sales training in the marketplace - industry orientation includes broad and specific elements.

From a broad perspective, employees need to know how their particular industry fits into the

economy and its implications. From a hep point of view, salespeople must have detailed

knowledge of current customers such as their purchasing policies, patterns and preferences as

well as the company's products and services

1.6.3 Company Orientation

Salespeople need to learn about company policies that affect their sales. Most companies

have different pricing policies, product adjustments, fast delivery, different credit terms, and

employees need to know the company's direction to handle situations with customers.

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1.6.4 Time and Territory Managementhires

Newneed support in managing their time and territory to be more productive

1.6.5 Legal/Ethical Issues

Many companies today take ethics as their business. focus on resource-intensive training to

make sure everyone in the organization understands the organization's ethical values

1.6.6 Technology

Companies recognize that the right use of technology is allowing sales staff to spend more

time with customers. It also helps salespeople respond to customers faster, anytime,

anywhere.

1.6.7 Specialized Training Topics

Many companies find training most effective when it's specialized to each individual's job

functions. individual.

1.7 SALES TRAINING CHALLENGES FOR GLOBAL COMPANIES

Sales training challenges for businesses are distinguished based on two factors of cultural

similarity and cultural experience. With different levels of these two factors, businesses will

face the following distinct challenges:

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- High cultural similarity - High cultural experience: Businesses do not need

specialized training.

- High Cultural Similarity - Limited Experience: International businesses need to train

their sales force to adapt to the local culture.

- Few cultural similarities - High cultural experience: International businesses need to

train their sales force with the necessary knowledge of the local culture.

- Little cultural similarity - Limited cultural experience: businesses need intensive

training both in terms of knowledge and adaptation to the local culture.

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PART 2: TRAININGINING THE SALES FORCE OF MANULIFE COMPANY AND

VIETTEL COMPANY.

2.1 Research rationales

With the rapid development of current service types, the sales staff training process is

extremely important because salespeople are the ones who directly contact customers - the

company representative brings product information to customers and helps the company

increase profits. But for each type of goods, each company will have separate sales methods.

For passive goods, it is necessary to train professional staff with in-depth knowledge to

promote sales. As for conventional goods, the training of staff will go in a different direction.

Therefore, our group chose this topic to focus on analyzing and clarifying the similarities and

differences between training sales staff for passive goods and ordinary goods. Specifically,

here our team will analyze the sales methods of two companies, Manulife and Viettel.

2.2 MANULIFE COMPANY

2.2.1 Overview

Manulife Financial Group was established in 1887 in Toronto, Canada. After more

than 125 years of operation and development, Manulife has become a leading financial group

in the world. Manulife is currently operating strongly in 23 countries and territories around

the world. And has been present in Asia for more than 110 years since (1897). During more

than 125 years, Manulife financial group has always been recognized assessed as a

financially strong and efficient corporation in business.

Manulife Vietnam is a member of Manulife Financial, Manulife Vietnam is proud to

be the first foreign life insurance company in Vietnam since June 1999 and owns its own

headquarters building with investment value. more than 10 million USD. With a wealth of

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experience and global reputation, Manulife aims to become the most professional life

insurance company in Vietnam.

Manulife Vietnam currently offers a diverse product portfolio from traditional

insurance products. to products of health insurance, education, investment linkage,

retirement, etc. to customers of more than 430,000 contracts through a strong and

professional team of sales and agents in 36 offices in 28 provinces. into the whole country.

2.2.2 How to train the sales force:

For training organization, the basic process of Manulife Co., Ltd. consists of 5 main step:

Image 1: Organizing the training of sales staff of Manulife Vietnam Co, Ltd.

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Step 1: Determine training needs according to plan

Identifying training needs in which department, start training at what time, what skills are

being trained, and how many people are needed to carry out the training process. From there,

the training plan and implementation of the next steps are simpler. Training needs are

determined based on the analysis of human resource needs of the branch in Vietnam, the

requirements of knowledge and skills necessary for the implementation, analysis of the

existing knowledge and skills of the branch in Vietnam. The training object is new sales staff.

Normally, at the beginning of the year, the branch leadership will have a meeting to discuss

and agree on the quantity target as well as the training content. Capturing the requirements of

each department head for employees in order to improve or enhance the employee's

qualifications, combined with the employee's aspirations. The person in charge of each

department will comment and give opinions on which skills his employees need to improve

or improve.

The company has identified its training needs for employees, including the following factors

in order:

1. Attitude, enthusiasm, enthusiasm in communication

2. Ability to build trust and peace of mind

3. Professional qualifications and skills

4. Employee appearance and clothing

5. Ability to consult and analyze financial statements

6. Confident, dynamic, agile

7. Care after sales care

Step 2: Develop Content of the training Program

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In order to enhance the competitiveness of companies with similar businesses and maximize

efficiency, build brand reputation, and motivate individual workers to express their full

potential to contribute to companies as well as giving them the opportunity to develop their

careers in the life insurance industry. Including 4 types of training for the training audience is

new sales staff, business managers. The goal of training sales staff is to develop the system of

sales staff, maintain changes and improve training policies.

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Types of training new

Requirements and objectives
training

Mastering life insurance product knowledge, necessary

New training skills during training (corresponding to training content)

Mastering course content requirements and will be

Advanced training assessed after each course. Meet 100% of the set

requirements.

Acquire and promote all requirements of professional

Training to improve
skills and skills and apply them to professional
professional skills
communication with customers.

To share, exchange, exchange and learn between trainers

Organizing training
and trainees, between successful employees and new
conferences and seminars
employees.

Sales staff training programs include basic training courses on life insurance, company

culture, company products, exchange sessions combined with motivational programs for

employees. staff, skills training courses, such as calling skills, customer care, sales skills,

presentation skills, team management skills, meeting and seminar organization skills

Step 3: Approve, determine responsibilities

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Responsibilities of all personnel in the training organization

Managers Managers

Deputy Head of Personnel in charge of Branch Leaders

Department

Ensure that training courses Selecting and recruiting Review, approve Approving

are carried out according to personnel to participate in and directing department

plan set plan. The training the training course heads to plan and

must be organized and according to the targets in implement training

arranged according to the the plan, providing organization and orientation

appropriate plan and time. information on training to improve quality after

courses for interested training.

departments and employees

to plan to register for

training

Step 4: Conduct Training

Branch using many different training forms and are divided into 2 forms: in-branch training

and off-branch training.

Out-of-branch training is a form of training to send employees to a prestigious center

specializing in training courses suitable to the work of branch employees. With this form, the

branch's personnel will learn new knowledge, be truly professional in the international

environment, and take the exam for a practice certificate...

Branch training: The branch directly organizes classes Training courses that the branch has

planned and implemented due to the branch's staff training needs are submitted to the branch

manager for approval, on that basis, implementation is organized.

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The training contents include:

1. Training Product

2. Training Skills

3. Training Advanced training

4. Organizing training seminars and workshops

A specific example of Financial and insurance product consulting skills training Life:

For problem-solving skills, appointment-making skills, phone-calling skills, etc. Manulife

training course has provided useful contents such as: Modern pedagogy and teaching skills .

Lesson planning skills according to active learning methods. Skills to integrate teaching

methods, group discussions, practice applying lectures to specific work situations. The course

has equipped lecturers with teaching methods and skills in both theory and practice.

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Step 5: Evaluation of training quality

After each Chapter/ Section, the trainer will organize for students to take tests right in

the classroom to assess the level of acquisition and the students have the opportunity to adjust

if necessary. needed and a more in-depth approach to help students have the opportunity to

practice skills to take the graduation exam of the Ministry of Finance more effectively.

Responding to the reality of learners may not have collided with exams for a long time (the

multiple-choice questions are prepared by the lecturer to suit the actual situation of each

course).

After collecting opinions through questionnaires for those participating in training at the

branch, the company will collect opinions at different levels of employees when participating

in training courses.

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2.2.3 Advantages and disadvantages

a. Advantages

- Carrying out training in the process from identifying needs, to training content, steps

to planning and implementing training by a team of trainers are very professional

communication, understandable communication, and methods as well as stipulations

of responsibility for each specific object.

- Thorough analysis of training subjects such as level, age, to plan what training

content, how to train for each object contributes to increasing the success after each

training session. training. Helping trainees after being trained can confidently perform

their assigned tasks, take initiative as well as maximize their own capacity.

- Unlimited income the business is dynamic and fully active in terms of working time,

giving students more flexibility in participating in training classes. Along with that,

professional training programs are held regularly.

- Opportunities for employees to participate in meeting and sharing with colleagues,

professional managers. From there, learn, strengthen, and improve their own skills

and experience, contributing to the development of Manulife Vietnam.

b. Difficulty

- The qualifications, skills and ages of employees are not uniform. In which, the

qualification of sales staff who graduated from high school accounted for 20%.

Graduated from high school and college 32%, graduated from university 38%, the rest

are at university. The exact selection of training subjects is not good, leading to low

quality of training, improving the quality of job evaluation. The training program is

not flexible enough to prevent employees from fully participating, leading to a lack of

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knowledge. The selection of training methods is still general and not specific to each

employee.

- The workforce working for the insurance industry is often short-lived, so businesses

are constantly looking for and retaining their employees.

- The insurance business will face many problems in dealing with situations for

consumers that sometimes cannot be foreseen by businesses. Therefore, the training

of staff in handling professional situations is also limited.

- Insurance business is sometimes misunderstood as multi-level, affecting the number

of employees participating in the training process of the enterprise.

- Most sales training materials created for managers have no effect on salespeople. The

training is intended to give employees the strength and confidence to do their jobs

well and stay motivated. However, it takes more than just training for someone to

become a successful salesperson. Employees need proper encouragement, motivation

and support from co-workers and managers.

- During the complicated development of the Covid epidemic, face-to-face training was

also interrupted and not thorough.

2.2.4 Solutions

To improve the quality of training content, standardize training content:

- Currently, the company's program contents are few and not really diverse, not

meeting the needs and aspirations of the company. of employee. There is an

imposition of the content of the training program on learners, the learning materials

have not been standardized... Therefore, it is necessary to standardize the program

content:

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- The company should develop a set of textbooks that include all of them. Basic

knowledge of life insurance products helps students learn everywhere to memorize.

- The content of skills training courses should be also made a specific set of instructions

for each skill, so that learners don't waste time taking notes. Since class time is

limited, students can use that time to practice the skills they have just learned in class.

And the trainer will immediately correct the shortcomings in applying the trained

skills to real work (practice right in class).

- With the training courses at the company, the company usually organizes in the form

of short-term training courses, small-scale or in the form of large-scale concentrated

training classes in just under 1 week to 1 month. . With such a training course, it is

possible to save costs, not affect the work much, but if the time is too short, it is not

enough to train employees in a professional way.

Improving training methods

- Each job and each subject is retrained for different requirements, so classifying the

training subjects and clearly identifying the requirements of each job type will help

training is focused and effective when appropriate forms and methods of training are

applied, creating a personalization in training.

Regular assessment and monitoring of training participants

- To improve the training quality of training courses, it is necessary to regularly follow

the target audience from the beginning of the training, during and after the training.

To detect unsatisfactory points, it is possible to intervene and re-train or mentor so

that the work efficiency that employee contributes to the company is maximum. After

training for a short period of one to three months, employees will be able to apply

knowledge and skills to work.

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Develop employee incentive policies

- Incentives can be through rewarding at the end of the course with individuals with

excellent performance, good morale and academic results, maybe even organizing

activities extracurricular activities, weekend visits so that everyone has the

opportunity to entertain, talk and exchange many things, understand each other better,

creating favorable conditions for all activities.

- Develop policies to encourage employees to exceed business targets such as: Giving a

trip for two, Rewarding, rewarding with material and business honors.... individuals

who perform well at work.

- With many departments in the company, the organization competes with both

individuals and groups to select excellent individuals as well as departments that

deserve to receive rewards.

- The company should promote more, organize more scientifically with the annual

examination of good business staff.

- Timely adjust the financial remuneration with the remuneration for invited lecturers in

line with the normal value so that good lecturers, including foreign ones, can be

invited. Font size construction program faculty professional, personnel policies to

encourage qualified, well educated, enthusiastic participation in training activities as

teaching, compiling teaching materials ...

- Balance there are incentive policies so that employees can rest assured to go to

training, after training, they can rest assured to serve the company such as: Salary

policy, benefits, promotion opportunities with many positions... Construction and

promulgate regulations governing the relationship between training and remuneration

according to the planning.

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Raising awareness of managers about training

- To be successful and have a professional staff that can create a competitive advantage

for the company, first, there must be good managers in the field of education.

Training and developing human resources for the branch is a very important thing.

This is a large and long-term investment for the company's business strategy that

requires a steady and ongoing expense for this activity. Therefore, the perception of

managers directly affects the development of employee training activities in the

branch.

- Employee training is one of the important factors in the branch's business

development strategy. Administrators need to attend management seminars, advanced

management classes, CEOPRO classes….in countries with developed management

backgrounds such as UK, USA, France…Participating in courses, this improvement

helps managers better understand the impact of training on the development of the

branch they are in charge of.

2.3 VIETTEL COMPANY

2.3.1 Company

Overview Viettel Telecommunications Corporation (Viettel Telecom) is a unit under Viettel

Military Industry and Telecommunications Group

Established on October 15, 2000

Main business lines: Providing telecommunications and internet products and services;

Value-added services on the internet and mobile phones; Messaging services, data,

entertainment information on mobile phone networks, etc. The

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enterprise has the largest customer base in Vietnam with more than 70 million customers and

has won many international titles and awards such as:

● Top 15 fastest growing telecommunications enterprises in the world,

● Ranked 28th in the top 150 most valuable carriers in the world, with a brand value of

5.8 billion USD, ranked 1st in Southeast Asia and 9th in Asia

● Certificate of "Best in Test" from the world's leading telecommunications testing

company Umlaut 2020

● Silver award for the best new telecommunications product of the International

Business Award 2020 for super-fast data package ST15K

● Supplier Service of the Year in Developing Markets in 2009 and Best Mobile Data

Service Provider in Vietnam – 2019 (Frost & Sullivan)

● Silver Award for "New Customer Service of the Year" in the award system

International Stevie Awards 2014 for Ethnic Language Switchboard Service

, besides, Viettel is also the first unit to evaluate digital maturity in Vietnam. The criteria for

assessing the level of digital maturity are also constantly updated according to the technology

in the world. Not only pioneering to be the first unit in Vietnam to deploy digital maturity

assessment, Viettel also applies the latest international assessment standards according to the

model of TMForum - the standard model of the telecommunications industry, which is

widely accepted by many companies. Currently, Viettel Networks and Viettel Telecom are

the two leading units of the Group in terms of digital maturity, after the first evaluation in

2021.

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2.3.2. How to train sales force

Viettel Telecom's training process covers 4 training contents, including training needs

identification, training planning, training implementation, and training evaluation. create.

Step 1: Determine needs

Monthly conduct analysis, determine training needs according to the development plan, make

a table of training needs according to the form

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In addition to training new products and services, sales staff also need to know more about

product features, target customers, specific sales methods... However, it is clear that there is

still a sizable gap in other knowledge that employees have to fill, but The needs assessment,

although given the initiative by the company to propose to direct production units, is still not

specific and has many disadvantages:

- The assessment of training needs is still largely based on emotional factors. of unit

managers, up to 67% of unit managers believe that giving training needs to the unit is

mainly based on their own experience without using tools and statistics. design as a

basis.

- Training is not really linked to the long-term human resource development plan.

- Database on staff was very discrete

Step 2: Develop training programs content

Brooding heavily on training and professional services business of the product / service of the

company.

Training method:

● Training by a system of lectures held outside working hours, or on weekends, students

are gathered to training points at the company to study.

● Distance training through internal elearning system

Viettel Telecom's training plans are divided into 3 types in order of time:

● Annual training plan: overall training plan for the whole year

● Training plan quarterly training: training content, subjects to be trained & expected

training time by month in the quarter Monthly

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● training plan: detailed information (cost, time, location, list trainers,), this is a

concretized plan and serves as a basis for organizing training implementation.

Step 3: Training implementation

Training implementation at Viettel Telecom is done quite well, from preparation to training

organization to control activities during training. create.

Regarding the preparation, the contents are divided into 2 focal points: the Training

Department and the Product Managers are responsible for developing training content about

the products and services of their units. The Training Department is not only responsible for

censoring the training content, but also has a staff member in charge of ensuring logistics

issues and notifying each employee on the training list so that they can arrange work and

participate in training. create. Meanwhile, the work of the lecturer directly in the class will

oversee the Product Manager.

During the training process, the staff of the training department regularly have checking

activities such as attendance, answering questions/reflecting, supporting additional

documents,...

After each training course, all employees are allowed to participate in the assessment of

learning results and have sanctions for unsatisfactory cases such as lowering the monthly

evaluation coefficient, reporting the results to the unit, requesting compensation for training

fees. .

Step 4: Evaluation of training

At Viettel Telecom, training evaluation is being carried out with 2 contents: assessing the

learning outcomes of sales staff after training and evaluating the training organization in

general.

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Regarding the assessment of trainee results after training, the company focuses on assessing

learning results, acquiring knowledge after each course, which is for employees to take a

direct test right after training and get the results. measure the effectiveness of training. The

assessment is usually based on the form of multiple-choice questions and answers on the

company's internal elearning training system.

Regarding the evaluation of the training itself, after each training program, the Training

Department has a report to evaluate the results, learn from the points achieved and the

limitations of that training program to have Measures to improve, overcome shortcomings to

aim for better results in the future.

2.3.3 Advantages and disadvantages

a. Advantages

- Viettel Telecom is a telecommunications enterprise operating in the field of

technology, having a large network infrastructure and a high level of information

technology application. This is an advantage for businesses to organize many different

trainings and testing methods on the basis of taking advantage of available

infrastructure, typically methods of distance learning over the internet using

computers. and even the students' own mobile phones, helping to access knowledge

quickly and save costs for businesses.

- The enterprise has good financial capacity, has a pro-training stance, and has strong

policies for training activities, including a policy that requires employees to have

training activities.

- The company has a specialized apparatus to carry out training and has built a process

of training activities and management throughout, including identifying training

needs, developing training plans, developing training and evaluation. Accordingly, the

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company has a "reverse" process for business units to proactively identify and

propose training needs.

- The qualifications of the staff in charge of training are experienced, improve training

efficiency, and at the same time help reduce training costs.

- The company's training plan is built on an annual basis and distributed quarterly, then

concretized according to monthly plans. Therefore, ensuring orientation and

conformity with the ever-changing business reality in production and business

activities.

b. Difficulties

- Training content also focuses on product, service, and professional training while

sales skills training is rarely implemented. If training plan focuses on theory will be

very prone to feeling boring for participants training program

- The evaluation of new training focus only assesses the results of training to acquire

knowledge but While evaluating the performance of the trained person, there is still

no official evaluation data, and the effectiveness of training in relation to the

employee's production and business results has not been evaluated yet. sales after

training

- The company has not built a database system of employees oriented to training, so

tracking performance after each training course is still limited. The very fragmented

employee database also makes it difficult to accurately identify training needs.

- Although employees have registered to participate in the training course, they are not

enthusiastic and do not cooperate. The reason may be that the training program is not

practical or appropriate for individual needs. Courses often focus only on general

topics.

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- As mentioned above, training activities are held outside working hours, or on

weekends plus the policy requires employees to have training activities, and then

employees may be too busy, and do not have time to participate in training (for

reasons of personal lifetime). Using such a method of coercion can bring positive

effects, but it can also bring negative results.

2.3.4 Solutions

Improve the effectiveness of the training program

- It is necessary to divide training programs, documents, and courses to facilitate the

participation of all employees. Short, simple, and practical courses will often attract

more participants than long specialized courses.

- “70-20-10” is a rule commonly used by training and development professionals who

often apply when organizing employee development programs: 70% of the training

will be conducted when employees perform. performance, 20% is done through

feedback or relationships, 10% is theory.

Capacity building of training personnel Training

- activities depend on and greatly affect the professional qualifications of employees of

this unit. Therefore, it is necessary to focus on improving the qualifications of training

staff (including training personnel and lecturers). These personnel need to be trained

to improve their professional qualifications, expertise, skills to effectively convey

experience and knowledge, design training programs, and apply technology in

training. ..

→ Some measures to improve the qualifications for training personnel:

● Invite experts on direct training at theunit

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● Bachelor'sto attend advanced training courses

● Organize internal discussions Ministry

● Rotate training staff to work directly at grassroots units to grasp the reality of the

training subjects

● Research and recruit training personnel - people with qualifications and practical

experience about training to add more training staff of the enterprise

- It is necessary to conduct regular visits with employees, support them to contribute

ideas about courses, advantages, disadvantages, professional skills to have knowledge

can be acquired.

Building a database system of enterprises focusing on training

- The database for training only stops at the list and the employee's horizontal resume

with basic contents such as: With the development of modern information technology,

the database system needed for training activities is increasingly expanded, requiring

employees to do the job. training need more data related to sales force such as special

skills, training to participate, actual sales results, ... to be able to make decisions more

accurately

- Party Besides, thanks to modern achievements such as Big Data, AI,... the database

system can also build an analysis function to suggest training courses to be applied to

each salesperson. products for effective personalization.

Training combined with the use of additional human resource training software in the

enterprise

- During the process of introducing and training the sales force with knowledge and

skills, it often requires a lot of paperwork to track and evaluate price. Human

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resources, training staff as well as trainers also spend a lot of time and effort to ensure

that the trainees are provided with the necessary documents to complete the training

program, continuously follow up to ensure their training program is completed,...

Therefore, human resource training software (such as Saba, WorkBright,…) will be a

comprehensive solution to help enterprises manage training well. initially and

continuously later for the selling force. Training software can:

● Standardize lecture content: Store all company training materials in one online

repository

● Communication and employee training: There are many online training

software Provide discussion board option so staff can easily contact instructors

wherever they are

● Track employee learning progress more easily

● Scale up training: Due to online training software, Students can study

anywhere if they have an Internet connection.

● Reduce training costs: minimize travel time for trainers when training

employees in multiple locations

2.4 CONCLUSION

Through the study, the difference in sales training methods between different stores has been

shown. different chemistry. Each company has its own sales training programs, but in

general, the process is similar in 4 steps (Determine Needs, Plan, Implement, and Evaluate).

We can see that for each type of product, the sales training method is different. In addition,

the study also shows us the importance of sales training for the development of each business.

Giving employees new skills or knowledge not only helps them get the job done faster and

more efficiently, but also improves their job satisfaction and motivates them to increase their

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own performance. Employees are taught to do their jobs well, they will have a confident

attitude, work more independently and proactively, and bring more benefits to the business.

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REFERENCES
1. https://manulife.edu.vn/#mo-ta-cong-viec

2. https://www.investopedia.com/terms/s/sale.asp

3. https://vietteltelecom.vn/gioi-thieu-viettel

4. https://myvt.net/tin-tuc/viettel-la-don-vi-dau-tien-danh-gia-truong-thanh-so-tai-viet-nam/

5. https://study.com/academy/lesson/the-role-of-sales-in-an-

organization.html#:~:text=Sales%20or%20the%20sales%20department,an%20action

%20a%20company%20desires.&text=Increase%20customer%20retention%20with

%20their%20customer%20service%20skills.

6. https://blog.oxfordcollegeofmarketing.com/2014/10/17/the-important-role-of-sales-in-an-

organisation/

7. Bui, M. T. (2019). Training sales staff at Viettel Telecommunications Corporation: MSc

thesis. Business: 60 34 01 (Doctoral dissertation).

8. Nguyen Thuy Linh (2015) Improving the quality of training for sales staff of Manulife

Vietnam Co., Ltd – Hanoi Branch NHN20. Master thesis.

9. Powerpoint presentation prepared by Dr. Rajiv Mehta New Jersey Insitute of Technology

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