Improving the sales force management at savills vietnam

NATIONAL ECONOMICS UNIVERSITY BUSINESS SCHOOL VU QUANG MINH IMPROVING THE SALES FORCE MANAGEMENT AT SAVILLS VIETNAM Bachelor of Business Administration in English (E BBA) Thesis HANOI, 2016 NATIONAL E[.]

NATIONAL ECONOMICS UNIVERSITY

NATIONAL ECONOMICS UNIVERSITY

I would like to express my most sincere gratitude to my instructor –Associate Professor Vu Thanh Hung for his enthusiastic guidance and helpfulfeedback during my working process of this final thesis It will be difficult for me

to complete this thesis without his advices and suggestions

The thesis was prepared by using theories and techniques gained throughEBBA course at Business School of National Economics University I would like

to say special thanks to all the lecturers and coordinators for the knowledge theybrings and share throughout the course

I absolutely appreciate and sincere thanks to all individual for providing

me with the necessary information and supporting me with advice during theperiod of internship: Mr Nguyen Nhat Linh – Project Manager of Savills Hanoiwho directly instructed me and other friendly staffs when I took my probation inSavills Vietnam

Especially, I would like to give my special thanks to my family and myfriends especially E-BBA 4B members for all their encouragement and supportwhich enable me to complete this work

Vu Quang Minh January, 2016

TABLE OF CONTENTS

ACKNOWLEDGEMENTS 1

TABLE OF CONTENTS 2

LIST OF ABBREVIATIONS 5

LIST OF FIGURES AND TABLES 6

CHAPTER I: INTRODUCTION 7

1.1 Rationale 7

1.2 Research objectives 8

1.3 Research questions 8

1.4 Research Methodology 8

1.4.1 Research process 8

1.4.2 Research method 9

1.5 Data collection methods 10

1.5.1 The secondary data collection 10

1.5.2 The primary data collection 10

1.6 Research scope 10

1.6.1 Content 10

1.6.2 Location 10

1.6.3 Timeframe 11

1.7 Thesis structure 11

CHAPTER II: THEORETICAL BACKGROUND ABOUT SALESFORCE MANAGENT 12

2.1 Overview of sales force 12

2.1.1 The definition of sales force 12

2.1.2 The importance of sales force 12

2.1.3 Types of sales force 14

2.2 Sales force management 14

2.2.1 Definition of sales force management 14

2.2.2 Sales Force Recruitment and Selection 15

2.2.4 Sales force motivation 19

2.2.5 Sales force evaluation 21

2.2.5.1 Sales force evaluation factors 21

2.2.5.2 Sales force evaluation process 22

CHAPTER III: THE CURRENT SITUATION OF SALES FORCE MANAGERMENT AT SAVILLS 24

3.1 General information about Savills Vietnam 24

3.1.1 Overview 24

3.1.2 History 25

3.1.3 Business Areas 25

3.1.4 Organization Structure: 26

3.1.5 Sales Department Structure 33

3.2 Sales force management at Savills Vietnam 37

3.2.1 Recent sales results in Savills Vietnam, Hanoi Headquarters 37

3.2.2 Recruitment and training the sales force 40

3.2.2.1 Sales force recruitment 40

3.2.2.2 Sales force training 41

3.2.3 The operation of Savills sales force 43

3.2.3.1 The composition and size of Savills Hanoi sales force 43

3.2.3.2 The basic policies of sales force management in Savills 45

3.2.4 Savills Hanoi sales force motivation 46

3.2.4.1 Supporting tools 46

3.2.4.2 Salary and commission for company’s employees 46

3.2.5 Savills sales force assessment 48

3.2.5.1 Evaluation factors 48

3.2.5.2 Summarizing Savills Sales force problem 49

CHAPTER IV: RECOMMENDATIONS TO IMPROVE SALES FORCE MANAGEMENT AT SAVILLS 50

4.1 Business direction for Savills in the next period 51

4.2 Recommendations 51

4.2.1 Recruitment process 51

4.2.2 Training, development orientation and promotion 52

4.2.3 Management policies 53

4.2.3.1 Administrative policies 54

4.2.3.2 Work tasks 55

4.2.4 Sales force motivation 57

4.2.4.1 Salaries and Benefits 57

4.2.4.2 Reward and recognition system 58

REFERENCES 59

APPENDIX 60

LIST OF FIGURES AND TABLES

Figure 1: Research process 9

Figure 2.1: Recruitment and Selection process 17

Figure 2.2: Training components 18

Figure 2.3: Evaluation process 23

Figure 3.1: Organization structure of Savills Vietnam 26

Figure 3.2: The human allocation at Savills Hanoi 28

Figure 3.3: Gender distribution in Savills Hanoi 29

Figure 3.4: Age distribution in Savills Hanoi 30

Figure 3.5: Sales team’s major distribution 31

Figure 3.6: Level of Education of Salespeople in Savills Hanoi 32

Figure 3.7: The Sales Department Structure 33

Table 3.8: The Sales Department allocation 33

Table 3.9: Recent sales results in Savills Vietnam, Hanoi Headquarters 38

Table 3.10: Savills Vietnam Recruitment Report 2014 – 2015 41

Table 3.11: Savills training sessions 42

Table 3.12: Projects report of Savills Hanoi 2014 – 2015 44

Table 3.13: Salaries and commission of Savills employees 47

CHAPTER I: INTRODUCTION

1.1 Rationale

It is an indisputable fact that sales force has been the leading factor in thesuccess of a company in terms of the fund they bring back as well as the imagethey are spreading Especially with the current development of informationtechnology, their roles are even more necessary as they are the main element tomake the company profitable

In the market situation at the present when technology has revolutionizedthe way people work and communicate, competitions among parties are gettingmore fiercer, sales force needs to be intensely trained and widened the horizon inorder to fulfill its missions However, businesses in Vietnam mostly focus ontraining high level managers including financial managers, HRMs, marketingmanagers but neglect on sales managers This is, in fact, a fatal mistake makesmany companies making a loss, being brand-unknown, and even standing on theedge of bankruptcy despite a long time period of establishment

Branch established in 1995, Savills is one of the largest real estateconsulting firm in Vietnam with over 940 staffs and provides comprehensive realestate services Savills Vietnam has two main campuses in HCMC and Hanoi,which have achieved remarkable results in sales as well as keep the annual profit

at a stable level Unfortunately, due to the tough competitive market, thecompany couldn’t reach ít proposed sales target

Therefore, the author would like to choose the subject “Improving thesales force management at Savills Vietnam” with the desire of enhancing theefficiency of salespeople’s working performance and improve their contribution

to organization Furthermore, the author also carry out this study with theexpectation of better understanding among employers and employees to help thecompany achieve further success in the near future

1.2 Research objectives

The primary intention of this study is to investigate and to comprehend thesales force management in Savills Vietnam which would be focus on thefollowing objectives:

 To identify appropriate framework for evaluating the sales force

management in Savills Vietnam

 To understand the current situation of sales force in Savills Vietnam

 To propose recommendations and solutions to improve the management

of sales force in Savills Vietnam

1.3 Research questions

In order to achieve the mentioned objectives, the content of the study will

be based on the below questions:

 What are the sales force characteristics and sales force management?

 What is the appropriate framework for evaluating the efficiency of the sales force in Savills Vietnam and how it is managed

 What should the managers do to improve salespeople in Savills Vietnam?

1.4 Research Methodology

1.4.1 Research process

The research process is described as the following graph, using bothsecondary and primary data:

Figure 1: Research process

1.4.2 Research method

The research method is based on the above process The first and foremost

step is to take a clear look at the problem to determine After over a year

internship period in Savills Hanoi, the author has taken an effort of observing and

understanding the problems in order to find a way to change the situation The

next step is to set up goals and objectives need to be achieved along with applied

the basic theoretical background onto the problem using the data that have been

researching in the previous step by conducting survey and internal interview

After finish assessing the situation, the author would propose some of the

Identifying problems

Setting objectives

Theoretical applied Primary data (in-depth interview)

Secondary data (previous

research and documents)

Current situation assessment

Analyzing data

Recommendations

suggestions that may help the managers of the company to improve the currentsales force management.

1.5 Data collection methods

1.5.1 The secondary data collection

Secondary data has been collected via sales force management books,newspaper, magazines, Internet, internal and external reports as well asdocuments The internal reports and documents provide data on the sales andactivities of the sales force The external reports and documents provide data onmarket size, market trend and allocation of real estate projects all aroundVietnam

1.5.2 The primary data collection

Based on the author’s probation within the company, this primary data isthe experience and observation of the current situation, therefore have a deepinsight in the sales management model of the company, the motivation and thebonus policies

The data is also collected through in-depth interviews with 2 of therepresentatives of the Sales Department, information received from colleaguesand customers as well

1.6.3 Timeframe

Primary information: From 11/11/2014 to 11/11/2015

Secondary information: From 1996 to 2015

1.7 Thesis structure

Chapter 1: Introduction

Chapter 2: Theoretical background about sales force management

Chapter 3: Current situation of sales force management at Savills

Chapter 4: Recommendations to improve Savills sales force management

CHAPTER II: THEORETICAL BACKGROUND ABOUT SALESFORCE

MANAGENT

2.1 Overview of sales force

2.1.1 The definition of sales force

According to experts, sales force is the division of a business that'sresponsible for selling products or services All the employees of the company whose job is persuading customers to buy their company's products or services are called salespeople

2.1.2 The importance of sales force

Generating income and revenue are the primary roles of the sales force Asales team must work together to increase brand awareness and drive salesforward Small businesses hiring salespeople for the first time must overcome thechallenges of finding a cohesive team to work well together

In addition to generating income, the sales force builds trust withcustomers Sales representatives engage customers at all stages of therelationship New customers need interaction and opportunities to learn about thebrand Current customers gain trust through consistent follow-up andcommunication with the sales representative Sales representatives also work tore-engage previous customers through promotions, discounts, andcommunications Building trust throughout the customer sales cycle increasescustomer satisfaction

The benefits of hiring a competent sales team include increased brandawareness, heightened company loyalty, and increased revenues It may takesome trial and error during the hiring process, but finding effective salespeopletakes patience Once established, a sales force creates excitement around the

products and services they sell Using social media is another way to connectwith potential customers, promote sales campaigns, and provide information.

Salespeople can make or break a business, depending on their level ofprofessionalism, commitment, and integrity When first hiring a sales force,businesses must check references and use effective interview techniques to findpeople who best fit the company culture and its goals If it becomes apparent that

a team member does not match the organization, managers or business ownersshould consider finding a more appropriate sales representative

Good salespeople are hard to find and the search can be very timeconsuming However good managers know that searching for personable salesprofessionals with strong work ethics will benefit the company in the long run.There are various things to consider when searching for a good sales force

 Growing Your Business

A good sales force will meet and exceed its sales goals In doing so, yourcompany will see a consistent growth in profits

 Building Client Loyalty

A good sales force is loyal to its company and loyal salespeople oftenattract loyal clients Clients also prefer to work with professionals who knowtheir product

 Department Morale

Good sales professionals earn the re5pect of their peers by working hard.Work environments that foster mutual respect have high morale and are moreproductive

 Lower Cost to the Company

A good sales force works efficiently Efficient employees understand thattheir salaries are investments and will make good use of their time This will

lower the cost involved in running the department and help keeping thedepartment's expenses under budget.

 Building Your Reputation

If you hire an excellent sales force, its stellar performance will be viewed

as a reflection of your talents This will help you maintain job security, and it willassist you with career advancement at the appropriate time

2.1.3 Types of sales force

Businesses can decide between two types of sales teams or use acombination of both

 Outside sales representatives :

Also called field reps, work independently to generate sales This type ofsales force structure works best with responsible, self-starters who need littlesupervision They travel to customer locations to pitch products that requiredemonstration

 Inside sales representatives :

Also called telemarketers, spend most of their time on the telephone talking with prospective customers or making appointments for customers to come to them

2.2 Sales force management

2.2.1 Definition of sales force management

Sales Force Management is a sub-system of marketing management It isSales Management that translates the marketing plan into marketingperformance That is why sales force management is sometimes described as themuscle behind the marketing management Actually sales force managementdoes much more than serving as the muscle behind marketing management Salesmanagers in modern organization are required to be customer-oriented and profit-directed and perform several tasks besides setting and achieving personal selling

goals of the firm It meant of all marketing activities including advertising, salespromotion, marketing research, physical distribution, pricing and productmerchandising.

2.2.2 Sales Force Recruitment and Selection

Effective recruitment and selection of salespeople is one of the mostcrucial tasks of sales management It entails finding people who match the type

of sales position required by a firm Recruitment and selection practices woulddiffer greatly between order-taking and order-getting sales positions, given thedifferences in the demands of these two jobs Therefore, recruitment andselection begin with a carefully crafted job analysis

There are some aspects of the marketing strategy which play a decisivepart, focusing on the sales force of the enterprise The delivery decision of onepacket of products and services on the market or, the modification of this packetfor satisfying every group of clients can have a real impact on the salesmanagers’ decisions So, the enterprises have to decide which strategies are bestsuited, for covering the target market Philip Kotler has grouped these strategies

in undifferentiated strategies (without any segmentation), differentiated strategies(making a different offer for different clients seen as individuals) or concentratedstrategies (different offers for many groups of clients) Whatever thesegmentation base is, we can appreciate: whether or not we can apply the rule

“80/20” - 80% of the deals are made by 20% of the clients, if the structure ofsegments’ and market’s composition suffers major changes and what is the effect

of this modification on the enterprise’s deliveries

A sales manager must organize the sales force so that all the necessarytasks are done well A large organization might have different salespeoplespecializing by different selling tasks and by the target markets they serve Salesmanagers often divide sales force responsibilities based on the type of customerinvolved

It is important to hire good, well-qualified salespeople But the selection

in salespeople is a hit-or-miss affair-done without serious thought about exactlywhat kind of person the firm needs Managers may hire friends and relations-orwhoever is available-because they feel that the only qualifications for sales jobsare a friendly personality and nice appearance This approach has led to poorsales-and costly sales force turnover

Progressive companies try to be more careful They constantly update alist of possible job candidates They schedule candidates for multiple interviewswith various executives, do thorough background checks, and even usepsychological tests Unfortunately, such techniques can't guarantee success But asystematic approach based on several different inputs results in a better salesforce

A job analysis is a written description of what a salesperson is expected to

do, and therefore it differs among firms This analysis identifies eight major jobfactors and describes important activities associated with each Note particularlythe frequent mention of customer service functions, relationship building, and thespecific reference to personal integrity and selling ethics

Firms use a variety of methods for evaluating prospective salespeople.Personal interviews, reference checks, and background information provided onapplication blanks are the most frequently used methods

The idea that good salespeople are born may have some truth-but it isn'tthe whole story A born salesperson-if that term refers to an outgoing, aggressivekind of individual-may not do nearly as well when the going gets rough as a lessextroverted co-worker who has had solid, specialized training

There are 5 stages in the recruitment and selection process :

Figure 2.1: Recruitment and Selection process

2.2.3 Sales force training

A salesperson needs to be taught-about the company and its products, andabout giving effective sales presentations But this isn't always done Manysalespeople fail-or do a poor job-because they haven't had good training Firmsoften hire new salespeople and immediately send them out on the road-or theretail selling floor-with no grounding in the basic selling steps and noinformation about the product or the customer

It's up to sales and marketing management to be sure that the salespeopleknow what they're supposed to do-and how to do it A job description is helpful

in telling salespeople what they are expected to do But showing them how to getthe job done is harder-because people may be hired with different backgrounds,skills, and levels of intelligence Some trainees are hired with no knowledge ofthe company or its products and little knowledge of selling Others may come inwith a lot of industry knowledge and much selling experience-but some badhabits developed at another company Still others may have some sellingexperience but need to know more about the firm's customers and their needs

Designing an effective application form and preparation

a shortlist

Interviewing

Supplementary selection aids- psychological tests, role playing

Even a firm's own sales veterans may get set in their ways and profit greatly

by-and often welcome the chance for-additional training

A training program will attempt to cover a combination of knowledge andskill development Six components can be identified:

 The company – objective, policies and organization

 The products and services of the company

 Competitors and their products or services

 Selling procedure and techniques

 Work organization and report preparation

 Relationship management

Figure 2.2: Training components

Many companies spend the bulk of their training time on productinformation and company policy They neglect training in selling techniquesbecause they think selling is something anyone can do More progressivecompanies know that training on selling skills can pay off For example, training

can help salespeople learn how to be more effective in cold calls on newprospects, in listening carefully to identify a customer's real objections, and in

Training programme

Work organisation and report preparation

Relationship management

closing the sale Training can also help a salesperson better analyze why presentcustomers buy from the company, why former customers now buy fromcompetitors, and why some prospects remain only prospects.

Training on selling techniques often starts in the classroom with lectures,case studies, and videotaped trial presentations and demonstrations But acomplete training program adds on-the-job observation of effective salespeopleand coaching from sales supervisors

Whereas recruitment and selection of salespeople is a onetime event, salesforce training is an ongoing process that affects both new and seasonedsalespeople For example, new IBM salespeople train for two years, andexperienced IBM salespeople are expected to spend 15 percent of their time eachyear in additional training Sales training covers are much more than sellingpractices On average, training programs devote 35 percent of time to productinformation, 30 percent to sales techniques, 25 percent to market and companyinformation, and 10 percent to other topics, including ethical practices [KotlerPh., 2006]

Training salespeople is an expensive and time-consuming process On thejob training is the most popular type of training, followed by individualinstruction taught by experienced salespeople Formal classes and seminarstaught by sales trainers are also growing in popularity

To recruit-and keep-good salespeople, a firm has to develop an attractivecompensation plan designed to motivate Ideally, sales reps should be paid insuch a way that what they want to do-for personal interest and gain-is in thecompany's interest too Most companies focus on financial motivation-but publicrecognition, sales contests, and simple personal recognition for a job well donecan be highly effective in encouraging greater sales effort

2.2.4 Sales force motivation

A sales plan cannot be successfully implemented without motivatedsalespeople Research on salesperson motivation suggests that (1) a clear job

description, (2) effective sales management practices, (3) a sense of achievement,and (4) proper incentives or rewards will produce a motivated salesperson Astudy on the attractiveness of different rewards given to salespeople bycompanies indicates that more pay was most preferred, followed in order byopportunities for personal growth, a personal sense of accomplishment,promotion, liking and respect for peers, job security, and recognition

Once a firm decides on the general level of compensation, it has to set themethod of payment There are three basic methods of payment: (1) straightsalary, (2) straight commission, or (3) a combination plan Straight salarynormally supplies the most security for the salesperson-and straight commissionthe most incentive These two represent extremes Most companies want to offertheir salespeople some balance between incentive and security, so the mostpopular method of payment is a combination plan that includes some salary andsome commission Bonuses, profit sharing, pensions, insurance, and other fringebenefits may be included too Still, some blend of salary and commissionprovides the basis for most combination plans What determines the choice of thepay plan? Four standards should be applied: control, incentive, flexibility, andsimplicity

Of course nonmonetary rewards are also given to salespeople for meeting

or 1399 exceeding objectives These rewards include trips, honor societies,distinguished salesperson awards, and letters of commendation Someunconventional rewards include the new pink Cadillac, fur coats, and jewelrygiven by Mary Kay Cosmetics to outstanding salespeople

Effective recruitment, selection, training, motivation, and compensationprograms combine to create a productive sales force Ineffective practices oftenlead to costly sales force turnover U.S and Canadian firms experience an annual

27 percent turnover rate, which means that about one of every four salespeopleare replaced each year The expense of replacing and training a new salesperson,including the cost of lost sales, can be as high Moreover, new recruits are oftenless productive than established salespeople

The final function in the sales management process involves evaluatingand controlling the sales force It is at this point that salespeople are assessed as

to whether sales objectives were met and account management policies werefollowed Both quantitative and behavioral measures are used [Meghişan F.,2002]

2.2.5 Sales force evaluation

2.2.5.1 Sales force evaluation factors

 Sales Results (profit)

Obviously, the most important measure of achievement is the results Itshows the ability of salesperson to achieve the ultimate goal in this business:Selling products

 Customer relationships

In this criterion, evaluate the quality of the salesperson’s customerinteractions and relationships is truly important as this is a predictor of theirfuture ability to make their numbers The purpose of this factor is to focus onthose customers that generate the top 80 percent of Savills profit by observing interms of the salesperson’s ability to retain this business in the face of adversity aswell as customers’ willingness to evangelize for the salesperson and thecompany

 Internal relationships

Some people don’t believe that it is important for salespeople to be goodinternal colleagues within their companies If a salesperson is a negativeinfluence inside your company, they’re costing that company money in lostproductivity from those who are negatively affected by their poor attitude On theother hand, being well liked and respected can pay career dividends in manydifferent ways

 Professional Development Goals

Any good evaluation should identify areas where the salesperson canimprove and build their skills during the time period between now and the nextworking period Besides the obvious deficiencies above, the areas where they canmake a substantial leap in performance are essential for managers to promote.This factor depends a lot on the attitude towards working tasks and the abilities

to make plans of the salesperson

2.2.5.2 Sales force evaluation process

One of the most important responsibilities of sales managers is to evaluatethe performance of the sales personnel The performance appraisal period canbecome one of those times that a salesperson dreads, unless the appraisal iseffectively conducted Ineffective performance appraisal tends to become a time-consuming and unpleasant activity for the sales manager as well as the salespersonnel

The factors affecting sales peoples' performance are many Some of theseare beyond the control of the individual, while some can be modified Aspectslike motivation, skill-set, job satisfaction, role perception, personal factors likeage, sex, height, etc; the ego drive, and empathy towards the customers areinherent in the individual salesperson Environmental and organizational factors,along with the different functions of sales management come under externalfactors It is difficult for the sales manager to predict the influence of the externalfactors on the performance of the sales force To measure performance, it isnecessary for the sales manager to put in place a performance evaluationprocedure

A proper evaluation process ensures that the organization is wellmanaged It also provides the sales personnel with information on theirperformance and gives recommendations for further improvement

Figure 2.3: Evaluation process

Set objectives

Determine sales strategy

Set performance standards

Training, motivating, and taking into action

Measure results and compare with standards

CHAPTER III: THE CURRENT SITUATION

OF SALES FORCE MANAGERMENT AT

SAVILLS

3.1 General information about Savills Vietnam

3.1.1 Overview

 Official name : Savills Vietnam Ltd

 Company type : Public

 Year Founded : 1855

 Country : United Kingdom

 Vietnam Branch Established : 1995

 Industry : Real Estate / Property

 Website : savills.com.vn

 Logo :

 Head Offices in Vietnam :

Savills Hanoi (Headquarters)

6th Floor

Sentinel Place, 41A Ly Thai To, Hoan

Kiem District, Hanoi

3.1.2 History

Established in 1855 in Britain, Savills has grown to become one of theworld's leading corporations in the field of provision of real estate services.Savills has a long history of over 150 years along with the significant growthwith more than 200 offices and branches worldwide: the Americas, Europe, Asia

- Pacific, Africa and even the Middle East Listed on the London Stock Exchangewith trading code SVS, Savills is in the FTSE - 250 index which is considered abarometer of the UK economy and is a leading stock index in Europe

Entered the Asian market - Pacific since 1985 with the main branchlocated in Hong Kong, Savills has continuously expanded its presence in over 45countries with over 18,000 employees in the area, participate in management ofnearly 100 million square meters of real estate

Branch opened in Vietnam in 1995, formerly known as Chesterton Petty,with global reputation, Savills has quickly become one of the property consultingfirm with the most influent and experienced in Vietnam Savills Vietnam hasoffices in Hanoi, Ho Chi Minh City and south of Saigon, with a total staff of 700and a combination team of experts and senior managers from Vietnam andEngland

In Vietnam, Savills won the Golden Dragon Award for the title of "BestService Provider" for providing excellent services to project developers,company investors, construction companies, home investors and customers in thereal estate sector in Vietnam

3.1.3 Business Areas

One of the advantages of Savills is its products are truly diverse Savillsprovides the market the most comprehensive services since the beginning of aproject: building plan, deploying until go into operation

In Vietnam, Savills offers services to project owners, customers andinvestors These services include advisory, agency service, property

management, residential sale and investment with a wide range of products: High– class apartments, seaside villas or inner – city luxury villas, offices, etc whichall of the sales people in charge of selling directly and indirectly.

3.1.4 Organization Structure:

Figure 3.1: Organization structure of Savills Vietnam

The above table shows the basic structure of the Savills Company inVietnam which has 4 main departments including Accounting, Human Resource,Sales and Marketing department

- Director:

 Supervising, controlling, managing and taking responsibilities under the court for all the company’s activities

- Accounting Department:

 Prepare and issue Savills annual audited financial statements

 Preparing and monitoring annual budgets and forecasts

 Making sure all employees are paid accurately and timely

Board of Director

Accounting

Department

Human Resource Department

Research and Development

Sales Department

Marketing Department

Information Technology Director

Moreover, the role of the accounting department includes keeping an eye

on opportunities to save money, for example, determining if there are discounts

or incentives available for paying certain vendors more quickly and proposingsuitable plan to control the company’s capital if there is a department cannotmeet their target after a certain period of time using the company’s capital

- Marketing Department:

 Focus on the Customer to find their needs or interests and dig deep intotheir desires by conducting market research, for example using customerquestionnaires and focus groups or online surveys with the help of theInformation Technology team

 Sourcing advertising opportunities and placing adverts in the press,internet or on the radio as well as managing the production of marketingmaterials, including leaflets, posters, brochures, standee, flyers,newsletters, e-newsletters and DVD

 Organizing events such as Open Sales conferences, seminars, receptionsand meetings along with developing marketing plans and strategies as well

as evaluating marketing campaigns

- Human Resource Department:

 Including “Research and Development team” in the sense that HRmanager can supports by evaluating the employees of the company tosend them to help the research process

 Recruiting staff - this includes developing job descriptions and personspecifications, preparing job adverts, checking application forms,shortlisting, interviewing and selecting candidates

 Training and preparing staff handbooks, tools required in the workingprocess

 Administering and maintaining employee records along with linemanagers HR planning strategies which consider immediate and long-termstaff requirements

 Analyzing training needs and organizing training sessions in conjunction with departmental managers.

The Salespeople of Savills are a lot less than other companies, but thesalespeople are always fully trained and always have a chance to get promoted,not just stalled in one position for their entire working time for the company Inthe recruitment process, Savills sales team is requested strict qualifications, skillsand experience to be able to work in this competitive environment Especially,Project Manager and Sales Manager have to have an experience of working inmore than 6 years in the real estate environment to be considered promoting tothe current position

According to the secondary data provided by Human ResourcesDepartment, the human structure of Savills Hanoi has some characteristics asfollows:

Accounting DepartmentMarketing Department

Figure 3.2: The human allocation at Savills Hanoi

The table shows how people are distributed at Savills Hanoi in the timebetween 2014 and 2015 There are a total number of 72 people It can be clearlyseen that the number of salespeople is the highest number among all departments

in the company with 38 salespeople The reason for this can be explained thatSavills is a property consulting company so that the number of salesperson must

be high in order to be allocated in different projects and to be sent to meet clients

as well as the partners Accounting Department has only 7 staffs always stay atthe office and do all the finance related activities along with pay the employeestheir monthly salary in time This distribution of people like this seems to be notappropriate in the sense that the Human Resources Department is combined withthe R&D team with the total of 15 people R&D team can strongly help salesforce to fulfill their duty selling products by doing market research and give thesales department the detailed reports However, the fact that there are only a fewstaff in the research team is decreasing the productivity of the sales team in therecent time

46.00%

54.00%

Gender Distribution

MaleFemale

Figure 3.3: Gender distribution in Savills Hanoi

According to the table above, it shows the surprisingly balance betweenthe two gender in this environment of real estate consulting This is the field ofcounseling and gender criteria may not affect too much to the successful of theemployee However, this business required traveling and meeting customers a lotand it is not easy for the women who are in this company to travel by themselves

to meet the important clients in other provinces for example

21 - 30 30 - 40 Over 40 0%

Figure 3.4: Age distribution in Savills Hanoi

(Source: Internal survey)

From the above table, managers can see that the company's employees arequite young, the majority fall into the ages of 21-30 with 51 staffs, as this is theage which is most dynamic and desire to prove However, Savills are a bit lack ofexperienced staffs who has been working for a long time period and have goodskill to lead and guide the juniors, which may be the reason for the lack of hotdeals for the last year