Luận văn thạc sĩ inefficient sales plan at amann vietnam co ltd

Khám phá luận văn thạc sĩ về kế hoạch bán hàng không hiệu quả tại Công ty TNHH Amann Việt Nam, phân tích nguyên nhân và giải pháp.

• Tác giả: Vo Thi My
• Người hướng dẫn: Dr. Nguyen Phong Nguyen
• Trường học: University of Economics Ho Chi Minh City
• Chuyên ngành: Master of Business Administration
• Đề tài: Inefficient Sales Plan at Amann Vietnam Co., Ltd
• Loại tài liệu: Thesis
• Năm xuất bản: 2019
• Địa điểm: Ho Chi Minh City

Mục lục chi tiết

• 1. PART 1: COMPANY BACKGROUND
• 1.1. Overview about Amann Group and Amann Vietnam Co.
• 1.1.1. Overview about Amann Group
• 1.1.2. Overview about Amann Vietnam Co.
• 1.2. Decrease in gross profit margin
• 1.3. Increase in COGS
• 1.4. The initial cause-effect map
• 1.5. Updated cause-effect map
• 1.6. Expanding local business by import goods
• 1.7. Recruitment process is not good
• 1.8. Ineffective system management
• 1.9. Inefficient sales plan
• 1.10. A discussion to eliminate some potential central problems and focus on a central problem of interest
• 1.11. A discussion to eliminate some potential central problems
• 1.12. A discussion to focus on a central problem
• 2. PART 2 – PROBLEM JUSTIFICATION
• 2.1. Definition of “inefficient sales plan”
• 2.2. Measurement to measure the degree of the problem in the organization
• 3. PART 3 - CAUSES VALIDATION AND SOLUTIONS
• 3.1. List of real causes
• 3.2. The initial list of causes of the central problem using the literature
• 3.3. List of the new caused obtained from the company (via interviews)
• 3.4. A full list of real causes of the central problem
• 3.5. The relative importance of the real causes
• 3.6. Lack of market orientation
• 3.7. Lack of middle thread sizes
• 3.8. Applying price centralized decision-making structure
• 3.9. No factory in Vietnam
• 3.10. The set of solutions

Tóm tắt

I. Tổng quan về kế hoạch bán hàng tại Amann Việt Nam

Kế hoạch bán hàng là một phần quan trọng trong hoạt động kinh doanh của Amann Việt Nam. Nó không chỉ giúp dự đoán nhu cầu sản phẩm mà còn ảnh hưởng đến ngân sách nhân sự và dòng tiền của công ty. Tuy nhiên, kế hoạch này đang gặp phải nhiều vấn đề nghiêm trọng, dẫn đến hiệu quả kinh doanh không như mong đợi.

1.1. Định nghĩa về kế hoạch bán hàng không hiệu quả

Kế hoạch bán hàng không hiệu quả được định nghĩa là sự thiếu hụt trong việc dự đoán nhu cầu thị trường, dẫn đến việc sản xuất và phân phối không đồng bộ. Điều này gây ra sự lãng phí tài nguyên và giảm lợi nhuận.

1.2. Tầm quan trọng của kế hoạch bán hàng

Kế hoạch bán hàng không chỉ ảnh hưởng đến doanh thu mà còn quyết định sự tồn tại và phát triển của Amann Việt Nam trong thị trường cạnh tranh khốc liệt hiện nay.

II. Vấn đề chính trong kế hoạch bán hàng tại Amann Việt Nam

Kế hoạch bán hàng của Amann Việt Nam đang gặp phải nhiều thách thức lớn. Những vấn đề này không chỉ ảnh hưởng đến doanh thu mà còn làm giảm khả năng cạnh tranh của công ty trên thị trường.

2.1. Tăng chi phí hàng hóa COGS

Chi phí hàng hóa đã tăng 75% trong năm 2018, trong khi doanh thu chỉ tăng 58%. Điều này dẫn đến giảm lợi nhuận gộp và ảnh hưởng tiêu cực đến hiệu quả kinh doanh.

2.2. Giảm lợi nhuận gộp

Lợi nhuận gộp của Amann Việt Nam đã giảm từ 34% xuống còn 26% trong năm 2018, thấp hơn nhiều so với kỳ vọng và trung bình của ngành.

III. Nguyên nhân dẫn đến kế hoạch bán hàng không hiệu quả

Có nhiều nguyên nhân dẫn đến việc kế hoạch bán hàng không hiệu quả tại Amann Việt Nam. Việc phân tích sâu sắc các nguyên nhân này là rất cần thiết để tìm ra giải pháp khắc phục.

3.1. Thiếu định hướng thị trường

Amann Việt Nam chưa có chiến lược rõ ràng để định hướng thị trường, dẫn đến việc không nắm bắt kịp thời nhu cầu của khách hàng.

3.2. Cấu trúc quyết định giá tập trung

Việc áp dụng cấu trúc quyết định giá tập trung đã làm giảm tính linh hoạt trong việc điều chỉnh giá cả theo nhu cầu thị trường.

IV. Giải pháp cải thiện kế hoạch bán hàng tại Amann Việt Nam

Để khắc phục tình trạng kế hoạch bán hàng không hiệu quả, Amann Việt Nam cần áp dụng một số giải pháp cụ thể nhằm nâng cao hiệu quả kinh doanh.

4.1. Đề xuất cấu trúc quyết định giá phân cấp

Cấu trúc quyết định giá phân cấp sẽ giúp Amann Việt Nam linh hoạt hơn trong việc điều chỉnh giá cả, từ đó tăng cường khả năng cạnh tranh.

4.2. Tăng cường đào tạo kỹ năng bán hàng

Đào tạo kỹ năng bán hàng cho đội ngũ nhân viên sẽ giúp cải thiện hiệu quả giao tiếp với khách hàng và nâng cao doanh thu.

V. Ứng dụng thực tiễn và kết quả nghiên cứu

Việc áp dụng các giải pháp đã đề xuất sẽ mang lại nhiều lợi ích cho Amann Việt Nam. Nghiên cứu cho thấy rằng việc cải thiện kế hoạch bán hàng có thể giúp tăng lợi nhuận và doanh thu.

5.1. Dự báo tăng trưởng doanh thu

Dự báo rằng doanh thu sẽ tăng từ 1.5 triệu USD lên 2 triệu USD trong năm 2020 nếu các giải pháp được thực hiện hiệu quả.

5.2. Cải thiện lợi nhuận gộp

Lợi nhuận gộp có thể được cải thiện từ 26% lên 30% trong năm 2020, giúp Amann Việt Nam trở lại với vị thế cạnh tranh.

VI. Kết luận và tương lai của kế hoạch bán hàng tại Amann Việt Nam

Kế hoạch bán hàng tại Amann Việt Nam cần được cải thiện để đáp ứng nhu cầu thị trường và nâng cao hiệu quả kinh doanh. Tương lai của công ty phụ thuộc vào khả năng thích ứng và đổi mới trong chiến lược bán hàng.

6.1. Tầm nhìn dài hạn

Amann Việt Nam cần xây dựng một tầm nhìn dài hạn cho kế hoạch bán hàng, tập trung vào việc phát triển bền vững và nâng cao giá trị thương hiệu.

6.2. Định hướng phát triển

Công ty cần định hướng phát triển theo xu hướng tiêu dùng hiện đại, từ đó tạo ra những sản phẩm và dịch vụ phù hợp với nhu cầu của khách hàng.

Trích đoạn nội dung tài liệu

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ------------------------------ Vo Thi My INEFFICIENT SALES PLAN AT AMANN VIETNAM CO., LTD MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: DR. NGUYEN PHONG NGUYEN Ho Chi Minh City – Year 2019 TIEU LUAN MOI download : [e-mail] TABLE OF CONTENTS Executive Summary. 1 PART 1: COMPANY BACKGROUND. Overview about Amann Group and Amann Vietnam Co.

Overview about Amann Group. Overview about Amann Vietnam Co. Decrease in gross profit margin. Increase in COGS.

The initial cause-effect map. Updated cause-effect map. Expanding local business by import goods. Recruitment process is not good.

Ineffective system management. Inefficient sales plan. A discussion to eliminate some potential central problems and focus on a central problem of interest. A discussion to eliminate some potential central problems.

Expanding local business by import goods. Recruitment process is not good. Ineffective system management. A discussion to focus on a central problem.

28 PART 2 – PROBLEM JUSTIFICATION. Definition of “inefficient sales plan”. Measurement to measure the degree of the problem in the organization. 32 TIEU LUAN MOI download : skknchat@gmail.

33 PART 3 - CAUSES VALIDATION AND SOLUTIONS. List of real causes. The initial list of causes of the central problem using the literature. List of the new caused obtained from the company (via interviews).

A full list of real causes of the central problem. The relative importance of the real causes. Lack of market orientation. Lack of middle thread sizes.

Applying price centralized decision-making structure. No factory in Vietnam. The set of solutions. 52 TIEU LUAN MOI download : [e-mail] List of Tables Table 1: Export Turnover of Vietnam by Commodity Group in 2016.

7 Table 2: Gross profit margin of AVN in 2017 and 2018. 9 Table 3: Gross profit margin of AVN by month 2018. 11 Table 4: Gross profit margin of AVN by product type in 2018. 12 Table 5: Gross profit margin of AVN by customer in 2018.

13 Table 6: Amann available thread sizes. 17 Table 7: Overtime payment for employee in 2018. 22 Table 8: Average selling price of AVN from 2016 to 2018. 25 Table 9: GKA forecast of AVN from 2020 to 2024.

30 Table 10: Competitor list of Amann Vietnam. 32 Table 11: Estimated costs for organizing meetings among top managers and junior managers. 42 Table 12: Estimated costs for proposal of price decentralized decision making structure. 44 List of Figures Figure 1: Sales turnover of AVN from 2015 - 2018.

5 Figure 2: 5-year sales plan 2018-2022 of Amann Vietnam. 6 Figure 3: Vietnam export structure of goods in 2016. 7 Figure 4: Segmentation and value proposition. 8 Figure 5: Income statement of AVN in financial year 2018.

9 Figure 6: Gross profit margin of AVN in 2017 and 2018. 10 Figure 7: Gross profit margin of AVN phasing by month 2018. 10 Figure 8: Key garment types of Vietnam Textile & Garment export 2017. 29 Figure 9: Sales-Operation-Planning Framework.

33 Figure 10: Antecedents and consequences of a market orientation. 39 Figure 11: Senior management factors and market orientation. 40 TIEU LUAN MOI download : [e-mail] List of Diagrams Diagram 1: Organizational structure of AVN in 2019. 5 Diagram 2: The initial cause - effect map of Amann Vietnam.

19 Diagram 3: Planning outputs by Henry et al. 23 Diagram 4: The update cause - effect map. 26 Diagram 5: The final cause - effect map. 38 List of Pictures Picture 1: Amann headquarter in Bönnigheim.

2 Picture 2: Amann Vietnam Sales office in Hochiminh City. 3 Picture 3: Amann Vietnam factory. 4 TIEU LUAN MOI download : [e-mail] List of Abbreviation AVN: Amann Vietnam B2B: Business-to-Business BOM: Board of Management CAGR: Compounded Annual Growth Rate CEO: Chief Executive Officer CFO: Chief Financial Officer COO: Chief Operating Officer COGS: Cost of Goods Sold CS: Customer Service FOB/OEM: Original Equipment Manufacturer GKA: Global Key Account GKAM: Global Key Account Management GPM: Gross Profit Margin HR: Human Resources JIT: Just-In-Time OT: Overtime RFC: Revenue Forecast S&OP: Sales and Operations Planning SAP: System Application Products SMEs: Small Medium Enterprises SOP: Standard Operation Process TAS: Technical Advisory Service TIEU LUAN MOI download : [e-mail] EXECUTIVE SUMMARY For manufacturing enterprise, sales plan is very important because it provides operation team with the demand forecast for production, HR department headcount budget, financial department cash flow, etc. The thesis indicates the central problem of Amann Vietnam based on analyzing income statement of financial report 2018 and collected data from interviews of all sales members and related departments.

There are 3 relevant symptoms including increase in COGS, decrease in profit margin and negative profit. The central problem is inefficient sales plan that comes from two main causes including lack of market orientation and applying price centralized decision-making structure. Two sets of solution are suggested in the thesis, they are: • Narrow the gap between what top managers say and what they do • Propose price decentralized decision-making structure Total cost of solutions is estimated at USD16,500 which can brings benefits in terms of both qualitative and quantitative perspective as followings: Ø Qualitative - Enhance communication among chief executives, junior managers and staff. - Erase ambiguity of junior managers and other departments in business strategy of the organization - Adapt quickly to the changes at local market - Shorten price approval process to increase service level to customers - Increase work efficiency of sales people - Improve profit margin and profitability - Enhance the competitiveness in local market Ø Quantitative - Improve gross profit margin from 26% to 30% in 2020 - Increase the number of customers from 150 to 200 in 2020 and to 300 in 2023 - Achieve CAGR at 38.5% for the period of 2019 and 2024 1 TIEU LUAN MOI download : [e-mail] PART 1: COMPANY BACKGROUND 1.

Overview about Amann Group and Amann Vietnam Co. Overview about Amann Group Amann Group, which was founded by Alois Amann and Immanuel Böhringer in 1854 in Bönnigheim, Germany, is one of the global leaders in the manufacturing and distribution of sewing and embroidery threads for a wide range of industries from clothing and underwear sectors, shoes and leather goods, home textiles and technical applications. The Group has been present in more than 100 countries worldwide with over 2,300 employees. Its production facilities are located in Europe and Asia, which ensures the basis for maximum flexibility and customer proximity.

Picture 1: Amann headquarter in Bönnigheim 1. Overview about Amann Vietnam Co., Ltd Amann Vietnam Representative Office was established in June 2011 and has operated as a trading company since August 2012. Its sales office now is located at 2 TIEU LUAN MOI download : [e-mail] 1st Floor, Aloha Building, 68 Hong Ha Street, Ward 12, Tan Binh District, Hochiminh City. Picture 2: Amann Vietnam Sales office in Hochiminh City Amann Group organized a groundbreaking ceremony for its Vietnam factory covering 45,000 square meters at Tam Thang Industrial Park (Quang Nam) on July 27, 2018.

The facility will produce sewing threads for garment, leather and footwear industry with a total annual capacity of 2,300 tons in 2023. Its investment capital for phase one is US$13.8 million and this phase will go into operation in June 2019 with a capacity of 1,000 tons per year. Phase two will be in line from 2023 with additional capital of US$6.2 million, raising the total invested capital to US$ 20million. The factory in Vietnam will produce high-quality sewing threads in accordance with European standards, which also apply for all other production facilities of Amann worldwide.

Therefore, Amann’s customers can trust consistent product quality anywhere in the world. Amann Vietnam (AVN)’s major customers are famous brands such as Adidas, Puma, Nike, Hugo Boss, Prada, Coach, etc. 3 TIEU LUAN MOI download : [e-mail] Picture 3: Amann Vietnam factory Organizational structure of Amann Vietnam AVN is under the progress of setting up new factory in Tam Thang, Quang Nam. Its current Hochiminh office will operate as sales office right after factory construction complementation.

To build up human resources for AVN when the company is able to produce its products locally, it has recruited new sales team members who have enough qualifications and great experiences in thread manufacturing industry. Amann Vietnam (Hochiminh office) currently has 5 departments: 1 sales & marketing department (including Global Key Account Team, Industrial Sales Team, Technical Advisory Services Team, Customer Services Team), 1 HR department, 1 Finance and Accounting, 1 Production Department, and 1 Project Department. 4 TIEU LUAN MOI download : [e-mail] Managing Director Sales HR Finance Production Project Director Manager Manager Manager Manager 3 GKA 3 D. Sales 1 Sales 1 TAS 1 CS Managers Managers Manager Manager Manager Diagram 1: Organizational structure of AVN in 2019 AVN built functional organizational structure in which roles and responsibilities are divided by function.

This traditional structure supports the communication among departments to ensure all the functions to understand the mission and the strategy of the company. Sale revenue of AVN Sales turnover of AVN has continuously increased for the last 4 years from 2015 to 2018 with the average growth rate at 150% as the figure below: Sales Turnover 40,000 158% 200% 153% 30,000 150% 125% 20,000 100% 10,000 50% - 0% 2015 2016 2017 2018 NR (Mil VND) Growth (%) Figure 1: Sales turnover of AVN from 2015 - 2018 5 TIEU LUAN MOI download : [e-mail] AVN expects when it has local production in Tam Ky, its turnover will achieve the figure as 5-year sales plan below: 5-year sales plan $18,000,000 $16,764,000 350% 322% $16,000,000 293% $14,134,000 300% $14,000,000 $11,339,000 250% $12,000,000 $10,000,000 200% $8,000,000 150% 125% $6,000,000 119% $3,517,000 100% $4,000,000 $1,200,000 50% $2,000,000 $0 0% 2018 2019 2020 2021 2022 Sales Target Growth (%) Figure 2: 5-year sales plan 2018-2022 of Amann Vietnam Because Amann Vietnam will officially have local production from June 2019, it sales forecast increases significantly from June 2019 and in 2020, then the growth will be slow down in 2021 and 2022. Industry overview Amann mainly operates in garment and textile, footwear and leather industry manufacturing and supplying polyester and nylon thread. Textile, Garment and Footwear ranks the second and the fourth biggest industry of Vietnam, accounting for 23% total export turnover of the country.

6 TIEU LUAN MOI download : [e-mail] Telephones, mobile phones and parts thereof Textiles and garments 19% Computers, electrical products, spare-parts & 26% components thereof Footwear 16% Machineries 7% Wood & wooden product 4% Sea food 4% 11% Agriculture products 6% 7% Figure 3: Vietnam export structure of goods in 2016 Assuming that threads contribute 1% on total FOB price of garment and shoes, the total potential demand in Vietnam market will be US$240 million for garments and US$160 million for footwear delivering US$400 million for thread demand in Vietnam market. Jumping into Vietnam market quite late after Coats, Amann as well as other companies enjoy a small market share in both apparel and footwear sector. Export Value Commodity Group (US$ billion) Telephones, mobile phones and parts thereof 34.32 Textiles and garments 28.30 Computers, electrical products, spare-parts & components thereof 18.14 Wood & wooden product 6.67 Table 1: Export Turnover of Vietnam by Commodity Group in 2016 7 TIEU LUAN MOI download : [e-mail] Plenty product range Local supplier s High price Low price Limited product range Figure 4: Segmentation and value proposition 2. Negative profit According to financial report in financial year 2018, business performance of the company is not good as expectation when net profit after tax is negative with a loss of 3,714,477,737 VND.

The net profit in previous year is better with positive profit of 2,604,318,251 VND. 8 TIEU LUAN MOI download : skknchat@gmail.