Neffective Sales Management Of Jupiter Logistics Vietnam Joint Stock Company.doc

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UNIVERSITY OF ECONOMIC HO CHI MINH CITY
International School of Business
-------------------------------
Le Thi Hong Huy
INEFFECTIVE SALES MANAGEMENT
OF JUPITER LOGISTICS VIETNAM
JOINT STOCK COMPANY
MASTER OF BUSINESS ADMINISTRATION

UNIVERSITY OF ECONOMIC HO CHI MINH CITY
International School of Business
-------------------------------
Le Thi Hong Huy
INEFFECTIVE SALES MANAGEMENT
OF JUPITER LOGISTICS VIETNAM
JOINT STOCK COMPANY
MASTER OF BUSINESS ADMINISTRATION
SUPERVISOR: Dr. Pham Phu Quoc

SUPERVISOR’S REPORT ON THE THESIS PROPOSAL
SUBMITTED FOR DEGREE OF MASTER of BUSINESS
ADMINISTRATION
The thesis proposal title: INEFFECTIVE SALES MANAGEMENT OF
JUPITER LOGISTICS VIETNAM JOINT STOCK COMPANY
Student Name: Le Thi Hong Huy
Supervisor: Dr. Pham Phu Quoc
1. General comments:
• Remarks on the student’s attitude:
……………………………………………………………………………
……………………………………………………………………………
• Remarks on the assignment’s academic quality:
……………………………………………………………………………
……………………………………………………………………………
2. Overall assessment:
Meet requirement for submitting
Not meet requirement for submitting
3. Other remarks:
− Did the student follow the report schedule?
Yes No Other………………………….
− The Turnitin plagiarism percentage:
Supervisor’s signature

CONTENTS
EXECUTIVE SUMMARY .......................................................................................................... 5
1. Background information ................................................................................................... 6
2. Symptoms of the problem ................................................................................................. 8
3. Situation Analysis............................................................................................................. 11
3.1. Problem identification .............................................................................................. 11
3.2. Problem Justification ............................................................................................... 18
3.3. Causes Validation ..................................................................................................... 22
4. Proposed solution and plan ............................................................................................. 30
4.1. The 1st Aspect – Sales team ..................................................................................... 31
4.2. The 2nd Aspect – Sales support............................................................................... 34
4.3. The 3rd Aspect – Sales manager ............................................................................. 36
4.4. The 4th Aspect – Sales Management ...................................................................... 38
5. Conclusions ....................................................................................................................... 45
REFERENCES ............................................................................................................................ 46
APPENDIX .................................................................................................................................. 47

EXECUTIVE SUMMARY
This thesis is conducted from understanding and approaching the real company Jupiter
Logistics Vietnam in order to discover the reasons behind the significant decline in sales
in the last three years since 2014. At the same time solutions will be proposed to solve the
problem of sales of this business.
The net sales of the head office in Ho Chi Minh City was down sharply from 7.56% and
10.29%, respectively, while the remaining two branches Ha Noi and Hai Duong still had
a very good growth especially in 2016.
Further investigations reveal that the decrease in sales of forwarding services was the
main reason for the problem in the net sales of Head Office. In addition, with the loss of
a longtime client and not having any new clients in the last three years, it has been
somewhat telling the story behind the company.
Based on Problem Solving in Organization, the content of this thesis goes into
the underlying cause. This thesis is based on the information collected through:
- intake process: in-depth interview with CFO - Mrs. Le Thi Ha
- Financial statement of the stage 2014-2016
- in-depth interview with Sales and Marketing manager - Mr. Yoichi Murata
- in-depth interview with Chairman - Mr. Yutaka Kawasaki
- online research with company’s customers
After the investigation and analysis, Ineffective sales management was identified as a
central problem and the five causes were: Problem in company structure, Lack of sales
force, Poor sales leadership, Conflict of interest and Limited sales strategy.
After carefully reviewing and considering the elements as well as referencing the
research and practical examples, the solution for the company is based on four aspects:
sales team, sales support, sales manager and sales management. With each aspect,
action plans are launched with the expected time and cost and should be implemented
individually to minimize costs as well as to facilitate timely intervention when results are
not satisfactory.
5

JUPITER LOGISTICS VIETNAM JOINT STOCK COMPANY
1. Background information
Jupiter Logistics Vietnam Joint Stock Company was incorporated as a joint stock
company under the enterprise registration certificate No.0306355377 initial
registration dated 17 November 2008.
Actually, Jupiter Logistics Vietnam Joint Stock Company was separated from Jupiter
Pacific Forwarding Joint Stock Company which is a subsidiary of Japan Airline.
Figure 1.1 demonstrates differences of shareholders between Jupiter Logistics and
Jupiter Pacific Forwarding Joint Stock Company.
Figure 1.1 Shareholders structure comparison
Jupiter Logistics Vietnam Joint Stock
Company
Shareholders
49% 51%
Jupiter Pacific Forwarding Joint Stock
Company
Shareholders
20%
80%
Japanese shareholders
Vietnamese shareholders
Japanese shareholders
Vietnamese shareholders
6

The company have one head office and two branches as follows:
- Head office is located at No.112 Hong Ha Street, Ward 2, Tan Binh District,
Ho Chi Minh City, Vietnam.
- The Hanoi branch is allocated at Group 8, Hau Duong Hamlet, Kim Chung
Commune, Dong Anh District, Hanoi City, Viet Nam.
- The Hai Duong branch is located at Lot B7, Phuc Dien Industrial Park, Cam Giang
District, Hai Duong Province, Vietnam. This branch was set up to conduct
operating of business cooperation contract between 3 parties.
The principal activities of the company are to provide three kinds of services which are:
warehousing, trucking and cargo forwarding services. About 90% customers are
Japanese. Three direct competitors are SAGAWA, ALL NIPON and YUSEN.
The members of the Board of Management and company structure are showed in the
table 1.1 and figure 1.2 below:
Table 1.1 The Board of Management
Position Name
Chairman Mr. Yutaka Kawasaki
Mr. Hoang Ngoc Oanh
Members Mr. Nguyen Quoc Khanh
Mr. Eisuke Sawada
Figure 1.2 General Company structure
Chairman
Administration Accounting Operation Warehouse Trucking team
Sales &
Marketing
7

2. Symptoms of the problem
In general, among Head Office and two other branches, Hanoi branch often contributes
about 50% of total net sales of the whole company, Head Office takes the next rank with
18% and Hai Duong branch contributes about 11%. However, this percentage in
contribution of each branch has changed considerably recently, especially Head Office
in Ho Chi Minh City. The information of percentage of contribution can be found in
table 2.1.
Table 2.1 Percentage of contribution of each branch/office in total net sales
from 2014 to 2016
2014 2015 2016
Head Office
21,508,890,365 19,882,801,804 17,836,232,814
(+/-)Compared to previous year net
- -7.56% -10.29%
sales
Percentage of contribution 17.68% 16.95% 15.91%
Hanoi Branch
60,117,088,413 62,854,017,348 80,751,904,700
- 4.55% 28.48%
sales
Hai Duong Branch
12,794,262,539 13,903,633,360 16,195,330,701
- 8.67% 16.48%
sales
Total net sales
121,637,280,421 117,282,383,992 112,100,488,863
Ha Noi and Hai Duong Branches continue to increase sales in the past three years. In
particular, in 2016, the sales growth rate in Hanoi increased rapidly to 28.48% compared
to 2015. At the same time, the contribution accounted for 72.04% of the total net sales
of the company.
Hai Duong Branch is the smallest of the three branches, but sales growth has not
declined. In 2016, sales growth was about 16.48% last year and sales contribution
changed from 11.85% to 14.45%.
8

Only net sales in Ho Chi Minh decreased suddenly in 2015 and 2016 and this led to the
decrease in total net sales of Jupiter Logistics Vietnam Joint Stock Company. The
decrease in sales of Forwarding services was the main reason for the problem in net sales
of Head Office. The information of sales in detail is showed in table 2.2 and figure 2.1.
Forwarding services include air export, air import, sea export, sea import and domestics
services.
Table 2.2 Total sales of Ho Chi Minh Office (in VND) from 2014 to 2016
2014 2015 2016
AIR EXPORT 3,725,663,906 2,712,482,169 1,858,679,347
AIR IMPORT 10,639,572 11,042,155 14,330,475
FORWARDING
SEA EXPORT 11,716,002 0 0
SEA IMPORT 52,811,753 88,763,159 0
DOMESTICS 2,452,159,552 1,939,503,225 1,312,513,393
SERVICES
(+/-)Compared to previous year - -24.01% -32.96%
WAREHOUSE 7,903,211,426 7,829,862,054 7,791,322,608
TRUCKING 7,352,688,154 7,301,149,042 6,859,386,991
TOTAL SALES 21,508,890,365 19,882,801,804 17,836,232,814
Figure 2.1 Changes in total sales in Ho Chi Minh (in VND) from 2014 to 2016
FORWARDING WAREHOUSE TRUCKING
9,000,000,000
8,000,000,000
7,000,000,000
6,000,000,000
5,000,000,000
4,000,000,000
3,000,000,000
2,000,000,000
1,000,000,000
0
2014 2015 2016
9

It is easy to see that in three types of services, logistics and warehousing have not
changed significantly in net sales for the three years since 2014. The only change with
rapid sales decline is the forwarding service. Net sales in 2016 for forwarding is only
about half that of net sales in 2014.
In the three years since 2014, the company has made a significant change in sales.
Trucking and Warehouse services accounted for more than two-third of sales. Forwarding
services accounted for about one-third of sales in 2014, but then it dropped dramatically
and only fell to 17.86% in 2016.
Figure 2.2 shows a visual representation of the change in the revenue contribution ratio of
the three types of company services.
Figure 2.2 The change in the revenue contribution ratio
Actual sales of trucking and warehousing in the period 2014-2016 were not large
fluctuations, so the contribution of these two objects increased was due to the decline in
sales of the forwarding service. This is not a good sign.
10

3. Situation Analysis
In this section we will have three main analysis areas: problem identification, problem
justification, and causes validation. In this analysis, we will go deeper into the
situation and analyze the information as well as the data collected through the
interview process and the support from the company.
However, this information can not avoid certain biases or subjective opinions of
individuals interviewed. So the theories and literature review have been referenced
and added to increase the objectivity and persuasiveness of the problem analyzed.
The two cause-effect maps drawn in this section give you a more intuitive view of the
problem being analyzed. The initial cause-effect map is primarily based on information
and data collected from the company. The final cause-effect map is the completed version
after performing the problem justification and cause validation.
3.1. Problem identification
As we know net sales are calculated based on the following formula:
Net Sales = Gross Sales - Sales of Returns and Allowances
Thus the problem of net sales decreases primarily due to decrease in Gross sales (which
is calculated by the number of sales multiplied by the selling price) and increase in Sales
of Returns and Allowances.
Firstly, income statements in the company's financial statements show that less
deductions including sales returns, allowances, and discounts are recorded as zero. So
the decline in net sales stemmed from the decline in gross sales, including total unit sold
and sale price per unit.
However, “There was no significant change in price of each service from 2014 to 2016 so
the reason of price could be eliminated from the list of causes of sales decrease.”, said
the CFO.
So the price factor is eliminated so the problem is the number of order is reduced or in
other words in this case is the number of customers decreased.
Up to now, the three types of services that the company provides have a distinct customer
base. Generally, warehousing has the highest customer base and is relatively stable.
11

Trucking service has constant number of customers over the years, the most fluctuating
is the forwarding service. Details of this change are illustrated in Figure 3.1.1 and Table
3.1.1 below.
Figure 3.1.1 Changes in the number of customers in Head Office year-over-year
customers
5
4
3
of
number
2
1
The
0
2006 2008 2010 2012 2014 2016 2018
Year
Forwarding Warehouse Trucking
Table 3.1.1 The number of customers in Head Office over years
2008 2009 2010 2011 2012 2013 2014 2015 2016
Forwarding 1 1 2 3 3 3 3 2 2
Warehouse 2 2 3 4 4 4 4 4 4
Trucking 3 3 3 3 3 3 3 3 3
Total 6 6 8 10 10 10 10 9 9
According to the CFO, “In 2014, there were total 3 fixed customers using forwarding
services. In 2015, the Head Office lost 1 customer and from then the number of
customers still has been stopped at 2”.
The decline in the number of forwarding customers has marked a sharp decline in sales
over the past three years. However, the lack of growth in the number of customers in the
two remaining services over the long term since 2011 is also an alarming sign.
After approaching and gathering information through an interview with the CFO and sales
and marketing manager, the Initial Cause-Effect Map is constructed in Figure 3.1.2.
12

In essence, the cause of the decline in sales is twofold: internal causes and external causes. Internal causes will be explored
in this proposal. The Initial Cause-Effect Map below mainly mentions to internal causes.
Figure 3.1.2 Initial Cause-Effect Map
Sale price per
unit decline
The fluctuation of the type of logistics
services and forwarding business
Decrease in
Gross sales Competitors
Total units sold
decline
Loyal customer
leave
Problem in company
Number of Weak support from
order decrease parent company in Japan
No new customer
Ineffective sales
management
structure
No sales staff
Top manager’s
decision
13

The decline in the number of customers in this situation is measured by two factors:
existing/loyal customers and new customers. To get a better view we will go into each of
the elements.
3.1.1. Loyal customer leave
The CFO also mentioned that “Warehouse and Trucking services have quite stable net
sales each year because the number of customers is stable and fixed over years.
Forwarding services have been similar like that since its inception but in 2015 the
company lost a loyal customer. So until now, customers in the forwarding segment
are left with only 2 customers.”. This also means that there is no new customer while
the number of loyal one are decreasing.
According to information obtained from three interviews with CFO, sales manager and
CEO, the reason for losing a longtime customer is due to influence from competitors.
However, this factor is an external factor so we will not go into the analysis.
3.1.2. No new customer
Firstly, the reason for not having any new customer is the support from the parent
company. According to information CFO said: “In general, Japanese companies have a
strong source of foreign support from the parent company, not only financially, but also
the source of customers.
Moreover, the personality of the Japanese is quite loyal, once successful cooperation
with a partner, they often stick with that brand, so it is quite difficult to attract customers
from the opponent. The parent company must be strong enough to support the new
subsidiary to develop.
However, the parent company of our company in Japan is not as strong as other
companies, so the company in Vietnam does not have the source of customers designated
by the parent company as the competitors.”
Secondly, the question of whether the company's ability to supply qualified customers
to serve new customers is also considered.
The possibility of providing has been increased recently. “In 2015 and 2016, Trucking
services used only 60% of capacity and Warehouse services used about 90% of capacity.
14

In 2017, the company expand warehouse area from 1500m2
to 4500m2
at Binh Duong
Province.”. This means that the company is fully capable of supplying when customers
increase.
Finally, the central problem here is the Ineffective sales management. This problem is
manifested by three factors: Problem in company structure, No sales staff and
Manager’s decision.
It does not only affect the development of new customers, but also the ineffectiveness
of maintaining a partnership with existing customers in the long run. At Head Office in
Ho Chi Minh City, the company structure has the only difference which is the problem
in Sales & Marketing Department.
The CFO mentioned that: “Well, the structure of these two companies is similar but
varies in size. More than half of Jupiter Logistics employees are borrowed from
Jupiter Pacific Forwarding, with its own staff numbering only about 11 people.”
Figure 3.1.2.1 shows the structure of Head Office in Ho Chi Minh City.
Figure 3.1.2.1 Company Structure of Head Office in Ho Chi Minh City
Chairman
Yutaka Kawasaki
Administration
Bui Thi
Hong Yen
3 employees
Accounting
Le Thi Ha
3 employees
Operation
Nguyen
Xuan
Hoang
4 employees
Warehouse
Nguyen Thi
Minh Tuyet
3 employees
Trucking
team Nguyen
Xuan
Hoang
5 employees
Sales &
Marketing
Murata
Yoichi
15

As it was separated from Jupiter Forwarding Company, there were many ties between the
two companies.
Firstly, the chairman, CFO, Sales manager and other important positions are both
executives of both Jupiter Forwarding and Jupiter Logistics. At the head office, Yoichi
Murata, the Japanese sales manager, said that his job at Jupiter Forwarding was too busy
and not enough manpower, so he focused mainly on Jupiter Forwarding. For the cause
of sales decline, he said: “So as I told you, the first reason is we don’t have enough sales
staff in our company and the secondary is now Vietnam country is developing more and
more and many Japanese companies, Logistics companies are coming so we have many
competitors in the same market…and before the big Japanese Logistics companies
coming, the small and medium size companies also coming to Vietnam from country side
in Japan.”
According to the gathered information, about half of employees at Jupiter Logistics
are borrowed from Jupiter Forwarding. “In fact, the chairman, sales manager and
some other positions working for Jupiter Forwarding also cover some of Jupiter
Logistics's positions. Because the initial departure is the forwarding company, almost
all the key components are in the forwarding company. Some Jupiter Forwarding
employees also work part-time for Jupiter Logistics. However, these two companies
are completely independent and do not share in profits.”, said the CFO.
Furthermore, there has been no sales staff at Jupiter Logistics company, she said: “There
is no sales person except sales and marketing manager. The initial customers of Jupiter
Logistics were partly introduced by Jupiter Forwarding when it first established, and
some of their customers were referred by their former sales manager.”, “Former sales
manager who is overseas Vietnamese from the US, he also helped sales of the company
increased quite well. Two customers on the forwarding side were also found by him for
the company. After he left, the current sales manager was loaned from Jupiter
Forwarding to cover the job. My boss is also thinking of hiring a sales manager, but he
fears the cost increases. A few months ago Mr. Kawasaki intended to recruit a Japanese
sales manager but ultimately failed to agree on salary.”
16

If not for stability from loyal customers from previous years, the company will really
face a lot of problems. In other words, the Sales and Marketing department is almost in
the name but not really in function.
Secondly, the type of service of the two companies is just only the same in the
forwarding service segment. Jupiter Logistics focuses mainly on logistics services.
Forwarding services account for a smaller proportion, ranging from 27% to 30%, of
the net sales in Ho Chi Minh City. However, in 2015 this rate will drop to 25%. In 2016,
it remained around 16%.
Although this service at Jupiter Logistics only accounts for about 2 to 3 customers.
But the problem is when new customers appear, Sales manager almost preferred to
Jupiter Forwarding Company.
Finally, the chairman of the company, Mr. Yutaka Kawasaki, has received a lot of
suggestions from the CFO as well as the managers of some departments for investing in
Sales and Marketing, in other words hiring sales staff. However, after a while, in the
past two years, he started to recruit, he said: "I interviewed quite many candidates, about
100 people, but still have not found any candidate suitable for my requirements.”
Because of the three branches, Mr. Kawasaki is extremely busy. However, without the
external factors, two northern branches with the help of a Vietnamese Sales Manager as
well as the Sales and Marketing department invested so sales growth of Jupiter
Logistics Company in the North in the recent years have grown quite well as you can
see in table 2.1.
17

3.2. Problem Justification
In spite of the information analyzed above, the central problem most pronounced here is
inefficient sales management, along with three potential causes: Problem in company
structure, No sales staff and Manager’s decision. The problem here is whether these
analyzes are subject to risks due to the reliability of the information. So, to minimize
this risk, in this section of thesis we will adopt an approach called "standing on the
shoulders of giants" through theories as well as the literature review.
Sales management
First we will look at the concept of sales management as well as the related factors.
Sales management is the function of the sales manager, including: Sales planning,
Time management, Territorial planning, Sales forecasting, Recruiting, Building
environment for motivation and Training, coaching and counseling.1
Besides, Mosca et al. also recognized that there are 8 key responsibilities that an effective
manager needs to do:2(p115)
1. setting the sales force objectives
2. structuring the sales organization and territories
3. determining the size and type of resources needed
4. creating the proper compensation plan
5. selecting and training
6. developing, coaching and mentoring
7. supervising
8. evaluating their sales employees
Good sales managers promote and help improve sales, profitability, market share,
return on investment, and the ability to win competitors as well as recruit, train,
motivate and evaluate. and compensation for sales staff, forecasting, planning,
budgeting, and good communication and control.3
18

In the case of the company we can clearly see the following issues:
Firstly, with the exception of the sales manager, there is no sales staff, so the concept of
sales force here is completely nominal and has no basis for measurement. So there is no
sales force or sales force objectives, KPI or motivations.
Secondly, this situation has lasted 10 years since the company was established. This
shows an anomaly in the company's strategy and vision. In the first years of operation,
no sales staff could be accepted, moreover, at that time the former sales manager
undertook the task of finding clients so everything was well developed. However, the
actual 10-year period is too long, while the company wants to expand the market but
does not build sales force, the shortage of personnel has become a serious issue to be
considered. Thirdly, the CEO has repeatedly received recommendations from his
subordinates but only acknowledged, not actually made a decision to act in reality. Until
the problem occurred and became more serious, he began to consider the issue of
recruiting staff for sales and marketing. This interference delay is also a cause of the
company's personnel problem.
The fourthly, according to the CEO, in the past two years, the company interviewed
hundreds of people but did not recruit anyone. There was only one Japanese candidate
who qualified but the company did not recruit because of the wage agreement. This
information is a bit unreasonable. In fact, the labor market in Ho Chi Minh City is
plentiful, especially in the field of sales. Vietnamese candidates who can speak English or
Japanese are also quite large.
To say that in 2 years but could not find employees work effectively or stick to the
company for a long time, this is not unusual. But in the case of the company, there
is absolutely no one recruited, even a probationary person.
This suggests that the company's recruiting channel is not effective or that the company
requires a slightly unreasonable request from the applicant when compared to other
companies. Moreover, the salary factor is not the only reason to attract and retain
talents, so the company can think of other effective ways.
19

Finally, the company does not set any criteria or target to force employees to complete
their work and increase their productivity. According to the information provided, the
chief cause of this situation is that the CEO wants to create a comfortable, comfortable,
unobtrusive working environment that aims to empower his or her employees to
develop themselves self-consciously. But the point here is that cultural differences have
not been carefully considered. The style of working in Japan but applying to
Vietnamese staff without appropriate adjustment will bring trouble.
What is sales force?
“Depending on the type of organization, a sales force may consist of a few salespeople
with infrequent contact with customers, or many salespeople operating in a highly
organized system with regular and frequent contact. The latter would apply to companies
selling consumer goods like confectionery where it is necessary to have a regular, day-to-
day contact. A company that constructs bridges needs fewer salespeople as there are
fewer customers and it is more appropriate to have technical salespersons to negotiate
contracts and resolve problems that customers may face during the construction process.
The sales force provides a flow of information to the company which needs to know what
is happening ‘in the field’ to keep up with changes in demand or fashion.” 4(p.273)
Can A Company Survive and Develop Without A Productive Sales Force?
The question here is whether a company like Jupiter Logistics can grow without sales
staffs or not. According to Howard Lewinter who is known as Business Advisor -
Business Consultant - Business Expert throughout the United States. Howard's articles
have been published in business journals throughout the United States and he has been
quoted in the Wall Street Journal; he also guest posts on sites like Selling Fearlessly, he
said: “As a CEO, president or business owner, you can’t “hope” for business to just show
up. “Hope” is not a smart strategy in business. Waiting, watching and hoping for a sales
turnaround can only put you out of business. Instead you must find the business answers
and solutions that will bring sales to your company. Your business will not survive
without your sales force being productive.”
20

Thanks to a steady stream of available customers since its founding, the company is still
operating normally until the sales decline is noticeable from 2015. Because of the loss of
a customer, the sales person becomes more necessary than ever. The CFO and Mr.
Murata also said that this is an urgent matter that needs to be addressed as soon
as possible.
In conclusion, the company has a lot of solid evidence that sales management is
completely ineffective. This has seriously affected the retention of existing customers
and the search for new customers for the company. Sales management plays a very
important role for a company that wants to expand and grow in the long run.
21

3.3. Causes Validation
After combining all the information, data and theories, we create the figure 3.3.1 which shows the final cause-effect map.
Figure 3.3.1 Final Cause-Effect Map
Decrease in
Gross sales
Total units sold
decline
Number of
order decrease
The fluctuation of the type of
logistics services and forwarding
Competitors
business
Loyal customer Weak CRM
leave
Weak support from
parent company in
Japan
No new customer
Ineffective sales
management
Not exploit the market of
Vietnamese customers
Problem in company
structure
Lack of sales
force
Poor sales
leadership
Conflict of
interest
No clear target
and KPI
Limited sales
strategy
22

3.3.1. Weak customer relationship management
A research has been conducted to find out more deeply about the assessment and
evaluation of customers who used to work and are working with the company.
Due to confidentiality of customer information, the company's customer information
will not be disclosed. So the information from the research below is conducted under the
support and supervision of the sales manager.
Research focuses on customer reviews and find out why customers are not satisfied
with the company.
John A. Goodman is a member of ASQ and is also chairman of TARP in Arlington,
VA. He holds a master's degree in business administration from prestigious Harvard
University. He outlines the typical causes of customer dissatisfaction consisting of five
factors that you can see in box 3.3.1.1
Box 3.3.1.1 The typical causes of customer dissatisfaction5(p1)
1. Defects caused by production or service failures and/or employee mistakes.
2. Marketing overpromises.
3. Misleading marketing.
4. Customer error or unreasonable expectations.
5. Customer is incorrect but makes a reasonable mistake.
Market structure can affect customer satisfaction. As customers begin to have more
choices, companies need to improve customer satisfaction through providing higher
quality goods, better service and lower prices in order to maintain market share
according to Mazzeo6(p275–296).
Because the cost of attracting new customers is higher
in more competitive markets as followed Estelami7(p. 285-300)
“Several studies in the marketing literature have considered the relationship between
customer satisfaction and performance at the firm level. Not surprisingly, the results
generally show that customer satisfaction provides economic benefits to the firm. For
example, customer satisfaction has been linked to increased revenues (Fornell, 1992;
Gómez, McLaughlin & Wittink, 2004; Rust, Zahorik, & Keiningham, 1995), more
inelastic demand (Anderson, 1996), and reduced costs for attracting new customers and
other costs associated with poor quality, defects and complaints (Anderson, Fornell, &
Rust, 1997). Reflecting these benefits, customer satisfaction has been found to positively
23

affect a firm’s profitability (Anderson, Fornell, & Lehmann, 1994; Aaker & Jacobson,
1994; Capon, Farley, & Hoeni, 1990), and its market value (Aaker & Jacobson,
1994; Ittner & Larcker, 1998).”8(p.9)
Six questionnaires (find in appendices) were selected and sent to the company's customers
and received about 7/7 feedback (there are 3 customers using both types of services at
the same time). Chart 3.3.1.1 shows the reason that customers choose to partner with the
company. In addition, chart 3.3.1.2 will show the factors that customers are not happy
about the quality of services of the company.
Chart 3.3.1.1 The reason for customers to cooperate with the company
There are 5 factors to be taken into consideration:
• Good service quality
• The price is more favorable than other companies
• Meet the expectations of customers
• Good customer relationship management
• The two companies are used to working together.
Factors are chosen by all customers because the two companies have long cooperated
with each other over the years so they choose to become loyal customers. Quality of
service is quite good, accounting for about 86%. Prices are good at about 57%. The only
factor that is not appreciated is customer relationship management.
24

Chart 3.3.1.2 Factors that customers are not satisfied with the company
The following 6 factors are used to find out why customers are not satisfied:
• Service failures and/or employee mistakes
• High price
• Poor customer relationship management
• Marketing overpromises
• Unreasonable expectations
• Less attractive incentives than other companies
About 75% of customers are dissatisfied with the company's customer relationship
management.
Because of specific characteristics of services, the quality of services provided by
Jupiter Logistics has no significant difference from other competitors. Of course, it is
difficult to avoid the problem when providing services to customers, however, according
to the certification of the manager, this problem is not significant and the past few years
have proven that.
The next reason is chosen with 63% is Less attractive incentives than other companies.
So the threats from rival companies also need to be considered.
Chart 3.3.1.3 outlines the customer's assessment of what the company needs to improve.
25

Chart 3.3.1.3 Customer's assessment of the factors that the company
should improve
Summarizing the reasons for the decline in customer numbers is a threat from competitor
preferences and customer relationship management.
Top manager support and leadership style
Sales managers play important roles in improving the skills of sales staffs and helping the
organization achieve its goals. Sales managers are the one to be responsible for ensuring
that the sales force has the tools and training necessary to achieve the organization's
objectives related to maintaining customer relationships, increasing sales volumes and
profit according to Cravens9(pp. 47-59)
and Deeter-Schmelz10(pp. 617-26)
.
It can be said that this situation lasts while most departmental managers in the company
recognize the urgency of the sales person problem, which in part speaks to the weakness
of sales management. "Too busy so can not support timely" is not a good excuse of an
excellent and professional manager. Because if it was a reasonable excuse, it would be
dubious compared to the status of the branch in Ha Noi and Hai Duong. Of course, the
two branches are similar in character to the company, the only difference being the sales
manager and the sales department. According to the CFO's comment on her boss:
“Hmm…my boss… He has been working for about 20 years. His leadership style is to
give employees self-awareness of their responsibilities, not the control activity, not to
tighten tasks for each department. He says that they are head of the department, they
know what to do. When the problem occurs, the boss is also in the spirit of solving the
26

problem, not to blame or to anyone. As long as customer satisfaction is okay. On the
inside, the boss is mainly gentle reminder, no strong action. Working with a boss like
that is great, but the company's performance will not thrive.”
Sales Suport
It is necessary to use sales teams to effectively and efficiently meet the needs of
customers stated by Brown11(pp. 155-167)
. Moncrief and Marshall12(p.16)
explain that
salespeople are "very expensive assets" and that a salesperson's time is better spent
making calls on qualified prospects and building existing customer relationships than on
less productive activities.
Sales support is necessary, it can be provided within the sales force or by an external
group. Moon and Armstrong13(pp. 17-30)
explain that the selling center includes all of the
sales and non-sales employees who join in the selling process. “Customer transactions
often require a variety of sales activities, such as customer contact/selling, manual
labor, delivery, installation, technical consultation, data entry/reporting, coordination or
prequalification”
After confirming and reassessing the causes of the central problem, two additional factors
found are conflict of interest and limited sales strategy.
Conflict of interest
Actually, there is one reason for the expression is not very clear but also partly caused the
status of the company is the conflict of interest. From Figure 1.1, you can see more
clearly a situation like this. “Actually, these two companies have different owners. Jupiter
Pacific Forwarding has 80% Japanese shareholders and 20% Vietnamese shareholders,
while Jupiter Logistics has 51% Japanese shareholders and 49% Vietnamese
shareholders.”, said the CFO.
At the other two branches, the sales manager is Vietnamese and they hold their majority
stake in Jupiter Logistics. While in Ho Chi Minh City, sales manager is Japanese and holds
a majority stake in Jupiter Forwarding. Therefore, their preference for new clients in
forwarding services will be affected largely depending on where they hold shares.
Limited sales strategy
27

Sales strategies involve a set of activities and sales manager's decisions to allocate sales resources such as sales staff, sales channels, sales models, capital, etc. to meet the needs of customers and satisfy customers related to behavioral engagement and develop close relationships with
customers. The successful implementation of sales strategies can be considered a source of competitive advantage in the business market.
The best practices of sales strategy are included seven categories:
• Establishing customer centric culture
• Market segmentation
• Market adaptability
• Information technology
• Sales, service and technical support system
• Customer feedback and satisfaction
• Selecting and developing sales forces
However, a brief look at the company situation will easily recognize the problem in the
sales strategy of the company.
First, customers are not highly rated for customer relationship management. This is not
difficult to explain when the company is facing a shortage of manpower.
The second is when looking at the change in the number of customers over the years, the
lack of growth in the number of customers over such length of time while this is not
entirely the policy pursued by the company. This has shown that the customer search
strategy has problems.
In addition, another point deduction for the company is the loss of potential customers in
Vietnam-Vietnamese customers. While the company policy is not limited to the customer
source, but for the following two reasons the company does not exploit this customer.
Mr. Murata shared that the language barrier is one of the main reasons the company does
not approach Vietnamese customers.
Besides, the sales department of the current company only him, but the workload is quite
large so the company is not capable of developing this market. Therefore, the company
28
15(p83-93)
14(p46-57)

did not take advantage of the potential Vietnamese customers market while it is possible
to find a solution instead of worrying about the language barrier.
29

4. Proposed solution and plan
From the above data, along with the company's current financial strength (information on
cash and cash equivalents is shown in table 4.1), here are some suggested solutions to
solve this problem.
Table 4.1 Cash and cash equivalents
31/12/2015 31/12/2016
Cash on hand - VND 361,319,962 480,259,283
Cash in bank - VND 15,644,121,719 11,941,934,395
Cash in bank - USD 639,260,359 2,204,368,044
Fixed-term deposit - VND - 9,000,000,000
Total 16,644,702,040 23,626,561,722
Figure 4.1 Aspects of the proposed solution
Sales team
Sales support Solution Sales management
Sales manager
The proposed solution is considered in four aspects: sales team, sales support,
sales manager and sales management as you can see in figure 4.1.
The proposed solution for each aspect can be carried out individually or simultaneously.
However, considering the cost effectiveness as well as the feasibility of the solution, the
plans for these solutions should be carried out individually during a certain testing period.
30

4.1. The 1st Aspect – Sales team
In the current situation, the sales and marketing department of the headquarters has no
sales staff except sales and marketing manager, Mr. Murata. It's not hard to see the hiring
of sales people or, in other words, building a sales team is one of the immediate solutions.
The questions are how many people should be hired and what salary level is reasonable.
With the first question, based on the size of the headquarters of less than 30 people, the
number of employees in each room ranged from 3 to 4, I suggest the number of sales staff
to hire about 1 to 2 people are sensible in the testing phase of this solution.
For the second question, it is more reasonable to base on the logistics industry
in Vietnam. Tables 4.1.1 and 4.1.2 will show the current salary information.
Table 4.1.1 Logistics - JobStreet Vietnam salary report in 2016 (in VND)16(p.20-21)
Average wage The highest average salary
New graduate 4,685,417 7,731,250
Staff 5,832,372 8,937,179
Senior Staff / Team Leader / Supervisor 8,617,073 12,791,463
Manager 14,490,476 20,819,048
Table 4.1.2 Logistics and Supply chain – Adecco Vietnam salary guide 2017
17(p.57-58)
31

32

Based on the information above the salary range from 7 to 12 million VND can be
considered. The salary may vary depending on the candidate's ability, experience or other
agreement with the company.
Or applying a commission on the value of new orders to keep the monthly fixed wage
at a lower level to reduce risk as well as motivating sales force is also commonly used
today.
Another issue that should be considered here is the recruitment of Vietnamese or foreign
employees (mostly Japanese). Actually, about 80% to 90% of our customers are
Japanese customers. Not because of the company policy pursued, there are two very
simple reasons to explain this.
Firstly, Jupiter Logistics Company is a subsidiary of Japan Airline, so most of its
customers have had business relationship with its parent company in Japan. Secondly,
the senior sales and marketing manager is Japanese and they do not communicate well
in Vietnamese but the language used is Japanese and English, so the access to local
customers is quite limited.
During the interview, Mr. Murata mentioned this. He also said that if it is possible to find
a Vietnamese candidate who is fluent in English or Japanese with good sales skills,
it will help a lot to expand the segment of domestic customers in Vietnam.
Table 4.1.3 Action plan
Phase Time Actions Expected
cost
1. Planning • From January 1. Discuss with the accounting -
8th
, 2019 to department as well as the CFO
January and sales manager to give a
12th
,2019 rough idea of the costs, risks and
feasibility of the proposal.
2. Discuss with the HR department
and sales manager to set criteria
for candidate skills, number of
recruiting and recruiting channels.
3. Agree and outline the plan to
submit to senior management for
consensus and permission to
implement the plan.
2. Executing • From - Select a reputable recruitment About 21 to
February channel and base on criteria 36 million
33

15th
,2019 to discussed to find candidates (1-2 VND (for
May 15th
,2019 people) fixed
- Carry out a 3-month trial with monthly
one of the following two options: salary
+ Fixed monthly salary from 7 to payment
12 million VND method)
+ Pay the basic salary and
commission on the value of the
new order (new customer)
3. Evaluating • From May - Evaluate results of that a 3-month -
and 20th
,2019 to trial. If the plan is effective, the
Intervening May 30th
,2019 staff can be officially recruited. If
the plan shows poor results, a
revision will be made to identify
the problem or to consider the
other two options.
4.2. The 2nd Aspect – Sales support
For the situation where a logistics company exists based on the advantage of available
and unchanged customers over the years, the lack of sales staff plus sales and marketing
manager as well as half of the employees are borrowed from other companies is indeed
Sales support can not effectively promote sales. In other words, sales support is only
temporary but not completely constructed. Other departments and the sales and marketing
department clearly lack the support of close links in the long run.
Moreover, sales support plays the role of connecting with customers in many cases.
Therefore, with the current status of the company without sales staff, the exploitation and
use of sales support team will also promise to bring more prospects for the company.
You can provide a policy that encourages departmental staff (in relation to sales support)
to more effectively use their idle time and work capacity to search for or recommend a
source of new customers and at the same time promote the role of bridging reception and
feedback information of customers timely for sales manager. In return, of course, there
will be a commendation policy commensurate with the commission. Obviously, their
main job must ensure that the task is complete. The action plan is shown in Table 4.2.1.
34

cost
1. Planning • From January 1. Discuss with the accounting -
8th
, 2019 to department as well as the CFO
January and sales manager to give a
12th
,2019 rough idea of the costs, risks and
(If not select the feasibility of the proposal.
sales team plan) 2. Discuss directly with department
Or managers to acknowledge receipt
• From June and incentives to help align
4th
,2019 to June departments through sales
8th
,2019 support. Then develop a detailed
(If one of the other plan as well as presents the
two solutions has benefits that participants can
been completed) receive.
3. Agree and outline the plan to
submit to senior management for
implement the plan.
2. Executing • From February - Make a formal and informative Total
15th
,2019 to announcement to all departmental commission
April 15th
,2019 staff about the plan discussed in on the
(If not select the detail. value of
sales team plan) - Carry out a 2-month trial with each new
Or a commission on the value of order (new
• From June each new order (new customer) customer)
11th
,2019 to
August
11th
,2019
(If one of the other
two solutions has
been completed)
3. Evaluating • From April - Evaluate results of that a 2-month -
and 20th
,2019 to trial. If the plan is effective, the
Intervening April 30th
,2019 company could apply this plan as
(If not select the long-term plan. If the plan shows
sales team plan) poor results, a revision will be
Or made to identify the problem or
• From August to consider the other two options.
15th
,2019 to
August
25th
,2019
(If one of the other
two solutions has
been completed)
35

4.3. The 3rd Aspect – Sales manager
Sales managers can enhance the sales force's performance by training, setting goals effectively and clearly, motivating their employees because sales performance is affected by attitudes and performance of the salesman.
Sales managers play a key role in effectively implementing sales strategies, more sales
leadership approach, more successful in controlling the sales force's behavior as well as
the financial performance of the organization.19(p46-57)
Control strategy is also an important area of the sales leader, need to match the sales
force priorities, when the sales manager to implement control strategy, the salesman's
performance will be improved more efficiently, as the salesman's supervisory
activity becomes more and more effective, the sales effectiveness of the sales person
will increase, the lower the level of control activities of the sales manager, the lower
the efficiency.20(p7-22)
As mentioned earlier, the sales and marketing manager borrowed from another company,
moreover there was no sales staff so all the work involved in this department was solely
by Mr. Murata. He also said that he was too busy and did not have enough time for both
companies. Conflicts of interest would largely affect his decision to choose a company's
preference when new customers or orders appear.
This problem will become more and more troublesome in the long term. Especially
when the number of customers was reduced in 2015 and so on. The solution from this
sales manager perspective can be simplified to include the following three options:
- Retain the current sales manager but require more responsibility and ability
relative to the benefits that he enjoys in this position.
- Recruiting an additional assistant to support and share workloads for
sales managers.
- Change sales manager positions through new recruiting or transferring
personnel between affiliates.
36
18(p109-22)

With the new recruitment plan, we need to consider salary. It can be based on data from
Table 4.1.1, Table 4.1.2 above and Table 4.3.1 below. Table 4.3.1 Ho Chi Minh City
Salary survey 201618(p.11)
37

The following table 4.3.2 describes the action plan.
cost
Planning • From January 8th
, 2019 Discuss with the CFO, sales
to January 12th
,2019 manager and top manager to
(If not select the sales team give a rough idea of the costs, risks
plan) and feasibility of the proposal.
Or -
• From June 4th
,2019 to
June 8th
,2019
(If one of the other two
s olutions has been completed)
Executing • From February 15th
,2019 - Carry out a 4-month trial with
to June 15th
,2019 one of the following options:
(If not select the sales team + Set specific sales targets as well
plan) as require responsibility (along
Or with interests) of sales and
• From June 11th
,2019 to marketing manager.
October 11th
,2019 + If the current sales manager
(If one of the other two is based on reasonable evidence
solutions has been of overburdened work then one
completed) may consider recruiting an -
additional assistant to assist with
the job.
+ Otherwise, consider the
possibility of ending the sales
manager loan situation from
Jupiter Forwarding, by using a
new sales manager with capacity.
+ Alternatively, consider
studying and exchanging
personnel between branches.
Evaluating • From June 20th
,2019 to - Evaluate results of that a 4-month
and June 30th
,2019 trial. If the plan shows poor
Intervening (If not select the sales team results, a revision will be made to
plan) identify the problem or to
Or consider the other two options. -
• From October 15th
,2019
to October 25th
,2019
(If one of the other two
solutions has been completed)
4.4. The 4th Aspect – Sales Management
With respect to sales management, the approach taken will be deepened in customer
relationship management. The issue is worth mentioning here including three issues.
Firstly, the company does not have the human resources to find customers as well as
38

bridge to grasp customer demand. Secondly, sales manager for many reasons that can not
handle the work of sales and marketing in the traditional way. Thirdly, the interaction
with customers is still limited, not even take advantage of potential customers in
Vietnam, but also dependent on Japanese customers. Ultimately, IT products and
services are increasingly showing the benefits and capabilities of global connectivity,
which has made the world a more potential market than ever for those who know how to
take advantage of its advantages.
What is Salesforce CRM?
Salesforce was founded in March 1999, based in San Fransisco, California. Today, when
it comes to cloud computing, Salesforce is leading the way in customer relationship
management (CRM) solutions. Salesforce offers comprehensive solutions for sales,
management, customer care. There are many companies that are using salesforce
because of its high security, reliability, and flexibility, depending on the size of the
business. Salesforce CRM is currently used by more than 93,000 businesses worldwide,
with more than 3 million subscribers using it on the Salesforce.com system. It is the
largest corporations in the world such as: Dell, Synmantec, City Group and dozens of
leading companies in Vietnam such as Capitaland, ANZ, Prudential
Salesforce.com has partners in sales, deployment and support in Vietnam such
as Accenture, FPT IS, Keizu Vietnam
Data from the research for Salesforce customers
According to Nucleus' study of Cloud Computing, Salesforce.com customers save 90%
of their energy when using applications compared to traditional software. According to a
random survey of over 6,000 Salesforce CRM customers conducted by Market tool Inc.,
Salesforce CRM helps businesses:
- 29% increase in sales,
- 34% increase in the performance of the staff
- More than 33% of sales opportunities are generated by potential customers
- 29% increase in the value of orders.
39

- The winning rate increased by 25%
- Accuracy of forecasts increased by 42%.
Features of Salesforce CRM:
* Chatter: Internal communication and customer
- Customers can connect and communicate with each group of employees.
- Update customer information and related documents in real time.
- At your business Salesforce CRM supports the sharing of work, information
and documents between groups.
* Customer Information Management
- Management of customer information including: contact information, transaction
history, interaction history of customers with businesses, ...
* Supports users on smartphones
- Salesforce helps businesses and consumers communicate, work anywhere on the
go. * Marketing plan and prospect search
- Monitor marketing plans, evaluate the effectiveness of each plan.
- Can integrate with Google Adwords, Email Marketing, ...
- Provide a potential customer rating.
* Manage sales opportunities effectively
- Provide contract details, competitors, quick updates, flexible response to changes, ...
* Analyze and forecast trends
- Provide sales figures, revenue, from personnel and departments. From that to the
trends, plans for each department ...
* Automation
- Automated sales process, flexible work assignment; allocate business resources. As a
result, cumbersome procedures, paperwork will no longer be the limitation of the sales
force of the company.
* Email setup and calendar management
- Salesforce syncs with Microsoft Outlook, Gmail, Microsoft Word / Excel. Helps
to handle work faster and smarter.
40

* Archive documents, documents, invoices, ..
- Intelligent storage, easy search, high security, ...
* Managing partners
- Build and manage a community of partners, loyal agents
How does it cost?
One of the biggest factors affecting the choice of businesses for CRM implementation
is cost.
But actually determining the cost of a CRM software can be a problem. There are a lot
of hidden costs and costs that organizations can easily ignore as they point out how
much they will pay each month when deploying CRM software.
With this, we have put together the price of some top CRM vendors. This will give you a
helpful idea of what your initial CRM investment is, before you start accumulating any
additional costs in the table 4.4.1.
(Exact price in March 2017)
Table 4.4.1 The price of some top CRM vendors
(source: onlinecrm.vn)
CRM vendors Price Notice
• £240 per user per month for Lightning Unlimited. Salesforce has
• £120 per user per month for Lightning Enterprise. a minimum
Salesforce • £60 per user per month for Lightning Professional. subscription
• £20 per user per month for Salesforce IQ CRM Starter term of one
(up to five users). year.
• £120 per user per month for Sugar Ultimate.
SugarCRM • £52 per user per month for Sugar Enterprise.
• £32 per user per month for Sugar Professional.
SAP • £15 per user per month for SAP Digital CRM.
Microsoft • £71.60 per user per month for MS Dynamics 365.
• £85 per user per month for Ultimate (only available if
billed annually)
Zoho • £35 per user per month for Enterprise (or £30 if billed
annually).
• £20 per user per month for Professional (or £16 if
billed annually).
41

• £12 per user per month for Standard (or £12 if billed
annually).
• From £241 per user per month for Sales Cloud
Premium Edition.
Oracle
Enterprise Edition.
• From £80 per user per month for Sales Cloud Standard
Edition.
Professional Edition.
• Free licence up to 2 users.
Workbooks • £42 per user per month for Business edition.
• £19 per user per month for standard CRM.
bpm’online • £20 – £41 per user per month.
• £119 per user per month for Enterprise.
BASE CRM • £78 per user per month for Professional.
• £37 per user per month for Starter.
Maximizer • £35 per user per month.
Software
Pipeline Deals
• £40 per user per month for Accelerator.
• £20 per user per month for Standard.
• £62 per user per month for Enterprise.
ProphetCRM • £45 per user per month for Team.
• £20 per user per month for Contact Manager.
Sage CRM • £30 per user per month – outright £820 per user.
Hubspot
• £0 standard.
• £41 per user per month for Premium.
• £50 per user per month for DigitalPro CRM.
• £45 per user per month for CallPro CRM.
FIVE CRM • £45 per user per month for ManagePro CRM.
• £25 per user per month for AutomationPro CRM.
• £15 per user per month for EmailPro CRM.
ProsperWorks • £98 per user per month, unlimited teams.
Nimble • £18 per user per month.
Vtiger • £25 per user per month.
42

• Named User: £47.27 per user per month
• Concurrent User: £72.73 per user per month
Infor CRM cloud • Mobile only: £18.18 per user per month
• (Minimum order applies of 10 NU; so £472.70 per
month or equivalent order value).
This solution should be implemented after one of the three other solutions above has
been carried out and shows good signs. The action plan of this solution is shown in Table
4.4.2.
Table 4.9 Action plan
Phase Time Actions Expected cost
1. Planning • From October 1. Conduct a discussion between the
26th
,2019 to sales manager, the sales
October 31th
,2019 representative and the IT staff
with the salesforce service
provider (CRM Vendor) for a
preliminary consultation on the
package, compatibility and usability
which is best suitable to the
company situation. We will then -
know what the cost to pay for using
this service is for discussing in more
detail with the CFO to calculate the
feasibility of the plan.
2. Agree and outline the plan to submit
to senior management for
implement the plan.
2. Executing • From November 1. Inform and educate employees Free Trial
1st
,2019 to who are directly involved in sales (Salesforce
November 30th
and customer relationship allows
,2019 management on how to deploy the customers to
Salesforce service (with support try the product
from IT staff and service seven days for
providers). the version of
2. After the completion of the Contacts
preparation phase, testing of the Managers and
service during the trial period is 14 days with
allowed. the Group
version. These
are the salient
features of
Salesforce
CRM that give
customers the
opportunity to
43

try the product
and only decide
to buy the
product when
they really see
the effect.)
3. Evaluating • From December Evaluate results of that trial period. If the
and 1st
,2019 to service is effective, the company could
Intervening December 10th
apply this service as long-term plan. If
,2019 the plan shows poor results, a revision -
will be made to identify the problem or
to consider stop using or changing the
service provider.
44

5. Conclusions
From the information provided along with collected data as well as analyzes based on
theories and literature review, the central problem facing the company is the
ineffective sales management. The ineffectiveness of sales management has had a
negative impact on keeping existing customers and attracting new customers.
Weak customer relationship management is a potential issue that has a direct impact on
maintaining ongoing customer relationships. However, in terms of profound origin,
this problem comes from ineffective sales management.
After analyzing, there are three major causes for the company's problem: lack of sales
force, poor sales leadership, and conflict of interest. There are also three potential causes:
problem in company structure, no target and clear KPI and limited sales strategy.
Suggested solutions help address the main causes. These solutions are divided into four
areas: sales team, sales support, sales manager and sales management. Sales team and
sales support solutions will solve the shortage of sales force. The sales manager solution
addresses poor sales leadership and conflicting interests. The sales management solution
is primarily aimed at customer relationship management. The above solutions may be
considered for selection in turn. Each solution will have different timeframes and
different testing times to ensure cost reduction and increased feasibility.
45

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46

APPENDIX
TRANSCRIPTS
1. Intake process interview
Interviewer Le Thi Hong Huy
Interviewee Le Thi Ha (Mrs. Ha)
Date August 6th
, 2017
Time from 13:45pm to 14:25pm
Location 4th
floor, 17 Pham Ngoc Thach Street, Ward 6,
District 3 Ho Chi Minh City, Vietnam
Transcripts and recordings are conducted by Le Thi Hong Huy
Interviewer: “Could you please tell me a little bit about yourself?”
Mrs. Ha: “Well, my name is Le Thi Ha. I’m 40 and I am working as a CFO for two companies which
are Jupiter Logistics and Jupiter Forwarding.”
Interviewer: “So how long have you been working for Jupiter Logistics Company?”
Mrs. Ha: “Hmm, Jupiter Logistics company…, about 8 years from the first day the company was
established in the end of 2008.”
Interviewer: “What kind of goods or services does your company provide?”
Mrs. Ha: “Warehousing, trucking and forwarding. But mainly warehousing and trucking.”
Interviewer: “So you have been sticking with the company for a long time, haven’t you? Is there any
problem present in the company?”
Mrs. Ha: “The most obvious problem is that sales have dropped significantly since 2015.”
Interviewer: “As far as I know, your company has head office in Ho Chi Minh City and 2 other
branches in the north. But only the head office in Ho Chi Minh City has a problem with sales, is that
true? So what kind of services on the sales decline?”
Mrs. Ha: “Yes, indeed! Sales have declined significantly for the type of forwarding service. Also
warehousing and trucking are not much fluctuations but also tend not to grow in recent years.
However, the company focuses on two main areas of warehousing and trucking, accounting for
80%, while forwarding accounts for less than 20%.”
Interviewer: “Excluding the external factors, do you think sales decrease because of lower orders or
lower prices or both?”
Mrs. Ha: “The number of orders decreased. In 2014, there were total 3 fixed customers using
forwarding services. In 2015, the Head Office lost 1 customer and from then the number of
customers still has been stopped at 2. There was no significant change in price of each service from
2014 to 2016 so the reason of price could be eliminated from the list of causes of sales decrease.”
Interviewer: “How is the company's supply capacity? Is it one of the reasons why sales are falling?”
47

Mrs. Ha: “I don’t think it is the reason. In 2015 and 2016, Trucking services used only 60% of
capacity and Warehouse services used about 90% of capacity. In 2017, the company expand
warehouse area from 1500m2
to 4500m2
at Binh Duong Province.”
Interviewer: “So does the company develop the sales department? Orders, in other words, where did
the customers come from?”
Mrs. Ha: “There is no sales person except sales and marketing manager. The initial customers of
Jupiter Logistics were partly introduced by Jupiter Forwarding when it first established, and some of
their customers were referred by their former sales manager.”
Interviewer: “As such, the sales and marketing department currently has no employees. How did the
number of customers change from the time the former sales manager left the company?”
Mrs. Ha: “Warehouse and Trucking services have quite stable net sales each year because the
number of customers is stable and fixed over years. Forwarding services have been similar like
that since its inception but in 2015 the company lost a loyal customer. So until now, customers in
the forwarding segment are left with only 2 customers.”
Interviewer: “That means there are no new customers in the last couple of years, and losing a
longtime customer, right?”
Mrs. Ha: “That’s right!”
Mrs. Ha: “Actually, these two companies have different owners. Jupiter Pacific Forwarding has
80% Japanese shareholders and 20% Vietnamese shareholders, while Jupiter Logistics has 51%
Japanese shareholders and 49% Vietnamese shareholders. As the company first developed to the
south, Jupiter Pacific mainly focused on forwarding services, but later found out that the service was
not well developed, then established a new company Jupiter Logistics specializing in warehousing
and trucking. In fact, the chairman, sales manager and some other positions working for Jupiter
Forwarding also cover some of Jupiter Logistics's positions. Because the initial departure is the
forwarding company, almost all the key components are in the forwarding company. Some Jupiter
Forwarding employees also work part-time for Jupiter Logistics. However, these two companies are
completely independent and do not share in profits.”
Interviewer: “This means that the human resources of Jupiter Logistics is not fully professional,
doesn’t it?”
Mrs. Ha: “Yes, because it's a cover, it's an addition to the job, not a recruit except for a few positions.
About 80% of the workforce will be covered by Jupiter Forwarding for Jupiter Logistics.”
Interviewer: “Do the two companies share any benefits?
Mrs. Ha: “In fact, Jupiter Logistics was established after that. It is not capable of working
directly with the airlines but through Jupiter Pacific Forwarding as a middleman.”
48

Interviewer: “What do you mean “not capable”?”
Mrs. Ha: “To work directly with the airlines, you have to have a large customer base, otherwise
you have to go through other companies called airline agents. To get a good price, Jupiter Logistics
must ask Jupiter Pacific Forwarding to book the price.”
Interviewer: “Is your rival company split into two separate companies for forwarding and logistics as
your company? Who is the direct competitor of your company?”
Mrs. Ha: “No. Other companies are not separated those services, they merged into one company
but divided into several arrays such as YUSEN or SAGAWA. I do not dare compare with the big
European corporations, Korean companies are also different so it is difficult to compare directly. For
Japanese rivals, there are quite a few, YUSEN is strong in Logistics and Warehouse, SAGAWA and
ALL NIPON.”
Interviewer: “Main competition on price or quality of service?”
Mrs. Ha: “Mostly brand name and quality. In general, Japanese companies have a strong source of
foreign support from the parent company, not only financially, but also the source of customers.
Moreover, the personality of the Japanese is quite loyal, once successful cooperation with a partner,
they often stick with that brand, so it is quite difficult to attract customers from the opponent. The
parent company must be strong enough to support the new subsidiary to develop. However, the
parent company of our company in Japan is not as strong as other companies, so the company in
Vietnam does not have the source of customers designated by the parent company as the
competitors.” Interviewer: “So what about the personnel changes? Are there any leave situations?
What do you think about the compensation of the company?”
Mrs. Ha: “Not at all. Because my company policy is quite stable, the salary is not high but the
working environment and the staff are quite pleasant, the boss is friendly. So no one wants to leave.
The target set is also quite light. Previously, not even set target.” Interviewer: “How do you think
about your boss?”
Mrs. Ha: “Hmm…my boss… He has been working for about 20 years. His leadership style is to give
employees self-awareness of their responsibilities, not the control activity, not to tighten tasks for
each department. He says that they are head of the department, they know what to do. When the
problem occurs, the boss is also in the spirit of solving the problem, not to blame or to anyone. As
long as customer satisfaction is okay. On the inside, the boss is mainly gentle reminder, no strong
action. Working with a boss like that is great, but the company's performance will not thrive.”
Interviewer: “So that is! Does your company intend to hire more sales staff?”
Mrs. Ha: “In my opinion, it is very necessary now. I and several managers have suggested many times
but did not see any action for a long time. The former sales manager was the one who made the
49

source of the customer and decided the actions. After he left the company, no one else was in charge
of finding new customers. For me, I hope to recruit a sales manager for the logistics company to
make it grow stronger and less dependent on the Forwarding company to distribute sales.”
Interviewer: “Ok.”
Mrs. Ha: “Former sales manager who is overseas Vietnamese from the US, he also helped sales of
the company increased quite well. Two customers on the forwarding side were also found by him
for the company. After he left, the current sales manager was loaned from Jupiter Forwarding to
cover the job. My boss is also thinking of hiring a sales manager, but he fears the cost increases. A
few months ago Mr. Kawasaki intended to recruit a Japanese sales manager but ultimately failed to
agree on salary.”
Interviewer: “Is it necessary to recruit Japanese? Why not recruit Vietnamese people easier to
find domestic customers?”
Mrs. Ha: “It is not important to recruit Japanese. I suppose at least a sales team, one or two sales
staffs to report a job to the current sales manager will also solve the problem.”
Interviewer: “Do you have anything else that you would like to share?”
Mrs. Ha: “Well, the structure of these two companies is similar but varies in size. More than half
of Jupiter Logistics employees are borrowed from Jupiter Pacific Forwarding, with its own staff
numbering only about 11 people. It is worth noting that although sales have declined, the company
still has a lot of idle money thanks to the strong development of its northern branches. But the
company absolutely does not use to invest but retains in the bank.” Interviewer: “Thank you so
much for those precious information!”
Mrs. Ha: “You are welcome!”
50

2. Interview with Sales and Marketing Manager
Interviewee Murata Yoichi (Mr. MY)
Date August 16th
, 2017
Location Jupiter Logistics Vietnam Joint Stock
Company at No.112 Hong Ha Street, Ward 2,
Tan Binh District, Ho Chi Minh City, Vietnam.
Interviewer: “So…Nice to meet you! This is an honor for me to interview you. Before we start,
would you please introduce yourself?”
Mr. MY: “Xin Chao! I’m Murata. My name is Murata. I am Sales and Marketing Manager. I am
40 years old and now I have been working here for four years.”
Interviewer: “What is your company name?”
Mr. MY: “I am working for Jupiter Pacific Forwarding Company and Jupiter Logistics
Company. But my main company is Jupiter Pacific Forwarding.”
Interviewer: “As I know that you and some main managers is taking care of the two company which
are Jupiter Pacific Forwarding Company and Jupiter Logistics Company, I guess it must be very
busy for you. Do you have enough time to take care of the two company?”
Mr. MY: “Ha ha…yeah actually, honestly speaking we don’t have any sales staff, just only
me taking care everything.”
Interviewer: “So according to the information that I have, I realize that the sales decrease, the
downtrend in sales is from 2014 until now and only the head office in Ho Chi Minh city has that
downtrend. In your opinion, what might be the factor for this problem?”
Mr. MY: “So as I told you, the first reason is we don’t have enough sales staff in our company and
the secondary is now Vietnam country is developing more and more and many Japanese companies,
Logistics companies are coming so we have many competitors in the same market…and before the
big Japanese Logistics companies coming, the small and medium size companies also coming to
Vietnam from country side in Japan.”
Interviewer: “So you have the threat from your competitors and you don’t have enough manpower
in your sales team, right?”
Mr. MY: “Yes, but luckily we came to Vietnam from 1997 so we have many businesses before, now
we have many competitors.”
Interviewer: “How about your customer number? Is it increasing or decreasing?”
Mr. MY: “Luckily the number of customer does not change a long time so we keep the
same customers and try not to lose any customer.”
51

Interviewer: “Well as I know, Logistics and Warehouse still keep the same customer number but
Forwarding service lost one customer in 2015 and then the problem in sales started seriously.” Mr.
MY: “Yes, I see. Actually in Ho Chi Minh, so we don’t have much customer in Ho Chi Minh area,
seaport Cat Lai, airport Tan Son Nhat… Ho Chi Minh market is small so…how to say…not too far
from customer to airport and seaport so…until some years ago, customers don’t need warehouse
business. Besides. In north Vietnam, Hanoi area is different from Ho Chi Minh, it’s so far from Ha
Noi city to Hai Phong so many customers need warehouse in the middle for examples Hai Duong.
So that’s why our Ha Noi office develops so much in Logistics”
Interviewer: “It is said that you do not have enough manpower and also your workload is too busy
to handle the two company so you have to focus on the Jupiter Forwarding, don’t you?” Mr. MY:
“Yes, it is.”
Interviewer: “And who is your company target customer? Because as I know, 90% of your
customer is Japanese and just 10% is Vietnamese customer. Do your company plan to expand the
customer in Vietnamese market?”
Mr. MY: “Yeah, yeah of course yes. Because I only talk in Japanese and not good in
Vietnamese language so in the future, we will need more Vietnamese sales staffs to expand the
business.” Interviewer: “So why don’t you hire more sales staffs?”
Mr. MY: “Ha ha…Actually we need to consider the cost and also the top manager support.”
Interviewer: “Well I understand. The next question will be a little special. Let’s imagine that you
will be the next owner of this company, what would you do or change to increase the sales?” Mr.
MY: “Hmm…”
Interviewer: “In your opinion, what would you do?”
Mr. MY: “For Logistics?”
Interviewer: “Yes.”
Mr. MY: “Well Sai Gon or Ho Chi Minh is a very important market in Vietnam so in the recent
year, it’s developing more and more so Vietnamese people are becoming rich, and there are many
export shipments oversea, especial to Japan, and some consumers coming from Japan to Vietnam so
now I am considering to focus to approach some special goods like foods.”
Interviewer: “How can you do it if you don’t have enough human resources? I mean that…if in the
future, maybe you will be the owner of this company, what will be the top three actions that you
will take to change this situation?”
Mr. MY: “Yes, of course we need to hire more sales staffs, and I and Vietnamese staffs will
approach together so we can talk both side in Japanese and local stuff. I’ll try to draw more good
52

relationship to customers. And if I have Vietnamese staffs, they will know what the
Vietnamese customers want or require…we can solve the customer problems.”
Interviewer: “So it means that you want to hire Vietnamese sales staffs who are good at interacting
with customers, can receive the feedback from customers and find out what they want, what they
expect.”
Mr. MY: “Yes, yes. And for Vietnamese, they can communicate more easily, and also they can help
bargain the price that customers expect from the company.”
Interviewer: “Ha ha…Vietnamese culture is quite different a little bit from Japanese.”
Mr. MY: “Well I think Vietnamese people are open more.”
Interviewer: “How do you think about the relationship between the two companies? Because I heard
that, some of the customers of Jupiter Pacific Forwarding also use the services provided by Jupiter
Logistics Company, so does it mean that these two company support each other or they just develop
independently?”
Mr. MY: “Hmm, sometimes operate each other and sometimes develop independently.”
Interviewer: “Well, it is helpful. Do you have anything else to share with me? If the company still
keep the situation and the same customer number, what will be the picture of the company that
you can see?”
Mr. MY: “Of course we will get more customers for the company. And our Hanoi Branch office and
our Ho Chi Minh office, we work separately and independently… and I change my mind, I go to Ha
Noi also and our boss in Ha Noi will come to Ho Chi Minh, we exchange and share information so
now we try to approach customers together and work together and in Ha Noi also”
Interviewer: “Hontou ni tasukarimashita!”*
(* “Hontou ni tasukarimashita” means “You were really a great help”)
Mr. MY: “Arigatou gozaimashita!”*
(* “Arigatou gozaimashita” means “Thank you very much”)
Interviewer: “Otsukaresama deshita!”*
(* “Otsukaresama deshita” means “I appreciate your efforts, thank you very much, good work”)
Mr. MY: “Arigatou gozaimashita!”
53

3. Interview with the Chairman
Interviewee Yutaka Kawasaki (Mr. YK)
Date December 1st
, 2017
Location Jupiter Logistics Vietnam Joint Stock
Company at No.112 Hong Ha Street, Ward
2, Tan Binh District, Ho Chi Minh City,
Vietnam.
Interviewer: “Ohayou gozaimasu! Hajime mashite! Watashi wa Huy desu.
Yoroshiku onegaishimasu”*
(* “Ohayou gozaimasu! Hajime mashite! Watashi wa Huy desu. Yoroshiku onegaishimasu”
means “Good morning! Nice to meet you! I am Huy. Please take care of me.”)
Mr. YK: “Ohayou gozaimasu!”
Interviewer: “If you don’t mind, could you please introduce yourself!”
Mr. YK: “Hmm, my name is Yutaka Kawasaki. I’m Japanese and I’m more than 60. I have been
living and working in Vietnam for nearly 20 years and I am the chairman of two companies -
Jupiter Pacific Forwarding and Jupiter Logistics company in Vietnam.”
Interviewer: “How do you think about the down trend in sales in the recent years? In your
opinion, what factors/reasons could cause this problem?”
Mr. YK: “There are many many reasons…,Hmm, first you should know that we have quite a lot of
competitors. More and more foreign companies are more likely to enter the Vietnamese market.
Plus, a few years ago, an excellent employee left the company after a long time working.”
Interviewer: “Does your company target only Japanese companies? Do you intend to find
Vietnamese customers? As far as I know, there was a decrease in the number of customers in 2015.
What do you think is the reason behind this change?”
Mr. YK: “Not only Japanese companies. I also want to expand in Vietnamese customers. But
you know, it’s not quite easy, the competitors, the industry…”
Interviewer: “Besides, is the absence of new customers in the long run the policy that your
company wants to maintain in the head office in Ho Chi Minh City?”
Mr. YK: “Well, how to say?...Of course it is not our policy and strategy. As I told you before, I lost
one excellent manager a few years ago, he was the one help the company to find the new customers.”
Interviewer: “How do you think about Sales & Marketing department in the company? Does it
significantly affect the growth in sales? Do you think that this department has enough manpower and
ability to do well in the future?”
54

Mr. YK: “Of course there is influence. I think we probably lack the manpower to work for
this department. Perhaps it is this…that affects the effectiveness of the work.”
Interviewer: “Can you please tell me why this department has not had any sales staff over the years?
Is it because of the company's strategy / intention or because of not finding the right candidate? If
you want to recruit staff for this sales department, what do you expect of that candidate?”
Mr. YK: “To be honest, that's not the strategy of the company. In the last 2 years, my company has
recruited candidates, and received many many CVs. I interviewed quite many candidates, about 100
people, but still have not found any candidate suitable for my requirements. I want to find a candidate
with good skills and experience. Not necessarily the Japanese, there are quite a lot of Vietnamese
candidates to interview. But somehow I have not seen the right candidate. Some Vietnamese people
are too heavy on salary so I can not understand.”
Interviewer: “Yeah I see.”
Interviewer: “Which recruitment channel did you use? And how many employees do you want to
hire?”
Mr. YK: “We recruit mainly through recruiting bulletin board. And we just need, maybe one sales
staff.”
Interviewer: “Have you tried the advantages of social networking? As far as I know, there are a
number of reputable sites that companies use to recruit, even on Facebook, which is more likely
to receive feedback from candidates, as well as commentary on rankings of trust.” Mr. YK:
“Hmm… Do you think that we can use them?”
Interviewer: “Yes, I think so.”
Interviewer: “Have you ever thought about recruiting interns? Some companies are very successful
in recruiting, they start to foster talents for applicants from the third and fourth years of the
university, so after graduation, these candidates completely have the ability to be loyal and stick with
the company. In addition, the amount of money paid to them is not so good, even without pay.”
Mr. YK: “Well, that seems a good idea. Ha ha…Hmm, if you can help solve the problem, I can pay
you.”
Interviewer: “Ha ha ha.”
Mr. YK: “I think the problem here is in personnel, because we do not have enough manpower. The
sales manager is Mr. Murata, who is skilled and knowledgeable in the company.”
Interviewer: “But I heard that, for the sake of working for both companies, he was really busy
and did not have the time to do all the work, is it right?”
Mr. YK: “Well, I have to admit that. We really need to find a suitable candidate. And I also
consider to hire a new sales manager to share the work with him.”
55

Interviewer: “In your opinion, what should be changed or implemented to improve the "sales
drop" from a corporate perspective?”
Mr. YK: “Maybe I need to improve on procedure, need more ideas.”
Interviewer: “Is there anything else that you would like to share?”
Mr. YK: “If you don’t have any question, I think it’s enough for today. Is that helpful?”
Interviewer: “Hontou ni arigatou gozaimasu!”*
(* “hontou ni arigatou gozaimasu!” means “Really thank you very
much!”) Mr. YK: “Douitashimashite!”*
(* “Douitashimashite!” means “You are welcome!”)
Interviewer: “Gokigenyou!”*
(* “Gokigenyou” means “Goodbye”)
56

QUESTIONNAIRE OF THE SURVEY
SURVEY ON CUSTOMERS' ASSESSMENT OF COOPERATION WITH JUPITER LOGISTICS
VIETNAM JOINT STOCK COMPANY
This questionnaire was conducted by a representative of Jupiter Logistics Vietnam Joint Stock Company
in order to collect data to improve and serve better for person who was and is our customer. Designed
for the surveyed subject who must meet the only condition:
- Are the company that used to work or is working with Jupiter Logistics Vietnam Joint Stock
Company in Ho Chi Minh City
If you do not belong to that group of subject, please leave this address with all appreciate and
gratitude from our company. Thank you very much for your valuable contribution!
* Required
57

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