NATIONAL ECONOMICS UNIVERSITY

MARKETING FACULTY

GROUP ASSIGNMENT

MODULE: SALES MANAGEMENT

Topic: Planning a sales strategy for Vinamilk’s UHT Milk in quarter 3 of 2025

GROUP 01

1. Pham Dang Khanh Huyen – 11222940 – Marketing Management 64C

2. Nghiem Minh Khue – 11223121 – Marketing Management 64C

3. Tran Huong Linh – 11223773 – Marketing Management 64C

4. Nguyen Linh Nhi – 11224923 – Marketing Management 64C

5. Vu Minh Thu – 11226149 – Marketing Management 64C

6. Luu Thi Minh Tam – 11225676– Marketing Management 64C

Hanoi, 2024
TABLE OF CONTENT

A. OVERALL INFORMATION 4
I. About company and products 4
1. About the company Vinamilk 4
2. About the product 4
II. About Vinamilk’s customers 5
1. Organizational customers 5
2. Parents 6
III. About Vinamilk’s business situation 6
IV. About the market and competitors 7
1. About the industry market 7
2. About Vinamilk’s competitors 8

B. SALES PLANNING 9
I. Selling structure 9
II. Review historical performance 10
III. State key assumptions 11
IV. Goals clarification 15
V. KPIs distribution and explanation 15
1. KPIs distribution 15
2. KPIs explanation 16
VI. Planning sales strategies 18
1. Parents 18
VII. Prepare forecasts and budgets 23
1. Sales forecasts 23
2. Sales budget 26
VIII. Develop specific tactics 27
1. The first period 27
2. The second period 28
3. The third period 29
IX. Budget allocation 30
X. Monitor performance 31
XI. Corrective action adjustment 32

C. SALEFORCE MANAGEMENT 33
I. Planning for recruitment and selection 33
1. Job analysis 33
2. Job qualifications 34
3. Job description 34
4. Objectives 37

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 5. Planning recruitment and selection 37
II. Sales training process 39
1. Assess sales training needs 39
2. Set training objectives 40
3. Evaluated training alternatives 40
4. Design sales training program 41
III. Salesforce evaluation 44
1. Criteria for performance evaluation 44
2. Performance evaluation methods 45
IV. Motivation and reward systems 46
1. For salesperson 46
1.1. Financial compensation 46
1.2. Non-financial compensation 48
2. For supervisor 48
3. For part-time booth attendants 49

D. APPENDIX 49

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A. OVERALL INFORMATION

I. About company and products

1. About the company Vinamilk
- Full name: Vietnam Dairy Products Joint Stock Company
- Parent company: State Capital Investment Corporation (SCIC) is the largest shareholder.
- Short name: Vinamilk
- History of formation: Vinamilk was established in 1976 following the merger of three milk factories,
marking the birth of Vietnam's dairy production industry. The company went through privatization in
1993, which allowed foreign investment and rapid expansion. In 2006, Vinamilk became a publicly listed
company on the Ho Chi Minh City Stock Exchange (HOSE), further enhancing its growth. Over the
years, the company has expanded both domestically and internationally, becoming the largest dairy
company in Vietnam.
- Slogan: "Vươn cao Việt Nam" (Rising Vietnam)
- Mission: To provide the community with high-quality nutritional products, contributing to the
improvement of public health and the physical stature of the Vietnamese people.
- Vision: Vinamilk strives to maintain its position as the leading dairy company in Vietnam while
expanding its presence globally, aiming to rank among the top 50 dairy companies in the world.
- Fundamental beliefs:
+ Quality first: Vinamilk is dedicated to ensuring the highest standards of food safety and product
quality.
+ Sustainability: The company focuses on long-term growth while protecting the environment
through sustainable production and distribution practices.
+ Innovation: Continuously improving processes and products to meet market trends and consumer
preferences.
- Future development goals:
+ Continue to innovate and diversify product offerings to meet consumer demands.
+ Expand international market reach, particularly in fast-growing economies.
+ Strengthen its commitment to sustainability by integrating environmentally friendly practices
throughout its production processes.

2. About the product

- Product: Sterilized fresh milk (Sữa tươi tiệt trùng)

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- Overview: Vinamilk's sterilized fresh milk is one of the flagship products in the company’s portfolio.
The product is sourced from high-quality dairy farms across Vietnam, where the milk undergoes a
sterilization process that ensures its nutritional integrity while extending its shelf life to six months. This
makes the product highly convenient for modern consumers looking for long-lasting dairy products.
- Sterilized fresh milk is available in three sizes: 110ml, 180ml, 1 liter
=> This variety caters to different consumption needs, from individual servings to family-sized portions.
- Flavors: The product comes in three flavors to appeal to a wide consumer base, including original,
chocolate, and strawberry.
- Shelf life: With advanced sterilization, the milk has a shelf life of up to six months without refrigeration,
making it ideal for both urban and rural markets.
=> As a core product in Vinamilk’s portfolio, sterilized fresh milk contributes significantly to the
company's revenue. It plays a crucial role in Vinamilk’s sales strategy due to its widespread popularity
and its position as a daily essential in many Vietnamese households. The product’s versatility and long
shelf life offer Vinamilk a competitive edge in both domestic and international markets.

II. About Vinamilk’s customers

Vinamilk’s sterilized fresh milk caters to two main customer segments: Organizational customers and
parents. Each segment has distinct characteristics, purchasing behaviors, and specific needs that influence
Vinamilk’s sales strategies and product positioning.

1. Organizational customers
- Overview: This segment includes schools, hospitals, businesses, and distribution partners such as
retailers and wholesalers. Organizational customers typically purchase in bulk and are often focused on
reliability, cost-effectiveness, and the quality of products.
- Key characteristics:
+ Volume purchasing: Organizational customers often buy large quantities to serve a broad base of
consumers (students, patients, employees), which requires a steady supply chain and competitive
pricing.
+ Focus on consistency and quality: For organizations such as schools and hospitals, the nutritional
value and safety of the product are essential; therefore, they tend to rely on Vinamilk’s reputation
for high-quality products that meet stringent safety standards.
+ Partnership-oriented: Many organizational customers engage in long-term contracts with
Vinamilk, ensuring regular supply and stability in pricing. For these customers, a reliable
partnership is key to maintaining their own operations.

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 + Customization and packaging needs: Organizational customers may also require specialized
packaging or product sizes (such as single-serving packs for schools) to meet their specific
consumption needs.
2. Parents
- Overview: Parents, particularly those with young children, represent the core individual consumer base
for Vinamilk’s sterilized fresh milk. They prioritize health, convenience, and nutritional benefits when
choosing products for their families.
- Key characteristics:
+ Health-conscious decision-making: Parents, especially mothers, seek out high-quality, nutritious
products to support their children’s growth and development. Vinamilk’s sterilized fresh milk is
attractive due to its high calcium and protein content, which promotes bone health and overall
growth.
+ Convenience-oriented: Parents usually look for convenience in product packaging and
accessibility. The availability of various sizes (110ml, 180ml, 1 liter) allows them to choose the
most suitable option for different occasions, from school snacks to family meals.
+ Brand loyalty: Many parents tend to remain loyal to trusted brands like Vinamilk, which has
established a strong reputation for quality and safety. This loyalty is crucial in maintaining long-
term customer relationships.
+ Price sensitivity: While quality is a top priority, parents are also conscious of price, particularly in
middle-income households. Consequently, offering promotions or value packs can help drive
sales among this segment.

III. About Vinamilk’s business situation

- Market position: Vinamilk holds a dominant position in the Vietnamese dairy market, commanding over
50% of the fresh milk market share. The company competes with both local players and international
brands but maintains its leadership through quality, innovation, and widespread distribution.
- Revenue and profitability: In 2023, Vinamilk achieved remarkable revenue growth, driven by increased
domestic demand and export success in Southeast Asian markets. The company's net revenue reached
approximately 63 trillion VND, with a profit margin of around 18%. The focus on cost efficiency,
sustainable sourcing, and product innovation has allowed Vinamilk to maintain profitability despite rising
competition and raw material costs.
- Product portfolio expansion: Vinamilk has continuously expanded its product portfolio, moving beyond
traditional dairy products to include plant-based beverages and functional foods. The introduction of new
flavors, packaging options, and specialized products (such as organic and fortified milk) has allowed the

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company to appeal to a broader customer base, including health-conscious consumers and younger
generations.
- Distribution and supply chain: Vinamilk’s distribution network is one of its biggest strengths, covering
urban and rural areas across Vietnam. The company has a network of over 200,000 retail outlets and
partners with e-commerce platforms to reach tech-savvy consumers. This extensive reach ensures
Vinamilk’s products are readily available and contributes to its consistent market leadership.
- Challenges: Despite its successes, Vinamilk faces challenges, including:
+ Competition: Both local and international brands, such as TH True Milk and FrieslandCampina,
are increasing their presence in the market, forcing Vinamilk to constantly innovate and optimize
its product offerings
+ Cost pressures: Fluctuations in global dairy prices and increasing costs of raw materials could
impact profitability in the future.
+ Consumer trends: As health-conscious trends grow, Vinamilk needs to continue developing
products that meet changing consumer preferences, such as organic, low-fat, or plant-based
alternatives.
- Growth opportunities: Vinamilk is focusing on expanding internationally, particularly in emerging
markets like Southeast Asia and the Middle East. Additionally, the company is investing heavily in
research and development (R&D) to create more innovative products that align with global health and
wellness trends.

IV. About the market and competitors

1. About the industry market
The Vietnamese dairy market is a rapidly growing sector, driven by increasing consumer demand for
high-quality, nutritious products. Urbanization, rising incomes, and health-conscious consumer behaviors
are key factors influencing this growth. Dairy consumption per capita is steadily increasing, but there
remains substantial room for growth, particularly in rural areas. Companies in the market are expanding
their product portfolios to include not only traditional dairy products like fresh milk and yogurt but also
organic, low-fat, and plant-based alternatives. The rise of e-commerce and convenience stores has further
boosted accessibility, making dairy products more widely available across the country. Government
support through policies promoting local dairy production also contributes to the industry's development.

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2. About Vinamilk’s competitors

Competitor Strengths Weaknesses Product Range Market Share

TH True Milk - Large-scale, - Limited Fresh milk, organic Significant in

modern dairy farm distribution in rural milk, flavored premium and
- High-quality, areas milk, yogurt, and organic segments.
organic-focused - Premium pricing plant-based
products alternatives.

FrieslandCam - Long-standing - Focuses mainly Fresh milk, Strong in family-

pina reputation (Dutch on traditional dairy flavored milk, and oriented segments.
Lady) products milk powder.
- Strong brand trust - Lacks diversity in
- Extensive plant-based
distribution alternatives.
network

Mộc Châu - Premium milk - Smaller Fresh milk, yogurt, Strong regional
Milk products from the production scale and flavored milk. presence in
highlands compared to larger Northern Vietnam.
- Loyal customer competitors
base in Northern - Limited product
Vietnam. diversification.

Nestlé - Global leader in Smaller share in Infant formula, Moderate, focused

Vietnam nutrition and fresh milk and milk powder, and on niche segments.
wellness traditional dairy functional dairy
- Strong in products. products.
functional and
infant nutrition
products.

International - Strong presence Limited presence Infant formula, Niche markets for
Brands (such in specialized dairy in fresh milk and specialized dairy infant and
as Abbott, segments (infant traditional dairy products (such as specialized

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 Mead formula, fortified products. fortified milk for nutrition.
Johnson) milk) specific health
- Trusted by needs).
consumers for
quality.

B. SALES PLANNING
I. Selling structure

- Why filter by using the selling platform? As Vinamilk’s profit comes from both online and offline
channels, the division is necessary because e-commerce is impossible to control geographically, and
profit can coincide with other physical distributions. Consequently, the data can be false, which may
cause challenges in managing profit sources and cause wrong decisions. Due to this reason, geography is
not chosen as a criterion, but a distribution platform instead.
- Why filtered by geography? Since dividing the sales control area using geographic criteria is less
challenging to control profits, KPIs, etc. (the main measure of success of a salesman) than other criteria,
therefore geography is chosen as a filter to divide latter sections into smaller parts to maintain better and
more strict sales management.

II. Review historical performance

- Revenue growth:

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 + Vinamilk's total revenue was VND 60,479 billion in 2023, a slight increase of 0.7% year over
year (YoY). Despite macroeconomic challenges, this demonstrates resilience in its top-line
performance.
+ From 2015 to 2022, Vinamilk maintained an average annual revenue growth of approximately 7-
10%. In 2020, revenue reached about VND 59,636 billion, an increase of 5.9% compared to
2019.
- Leading the domestic market: Vinamilk holds about 55% of the liquid milk market share and 80% of the
condensed milk market share in Vietnam.
- International market expansion: Products are exported to over 50 countries, contributing approximately
15% to total revenue.
- Distribution channel network:
+ In September 2023, Vinamilk had over 220,000 retail outlets throughout Vietnam
+ Traditional channel: Focuses on convenience and localized distribution, serving as the backbone
of Vinamilk’s penetration into rural markets. It remains highly efficient for fast-moving consumer
goods (FMCG) like dairy products
+ Modern channel: More than 3,800 modern trade outlets like supermarkets, hypermarkets, and
convenience stores. This channel includes large chains like Vinmart, Big C, Metro, and smaller
retailers like Fivimart and Citimart. This channel, which accounts for 33% of the market, is
rapidly expanding due to the growth of minimarts and convenience stores (CVS)
+ Institutional Sales (B2B): Vinamilk distributes its products directly to schools, hotels, restaurants,
and large corporations.
+ E-Commerce: Vinamilk is increasingly investing in e-commerce platforms, recognizing the rising
demand for online shopping in Vietnam. Products are available on Tiki, Lazada, Shopee, and
through its own Vinamilk e-shop. Recently, the e-commerce channel experienced over 30% year-
on-year growth

III. State key assumptions

- Market size: The market size of Vietnam's dairy industry will experience steady growth, driven by
increasing domestic demand, low per capita milk consumption, and reliance on imports, with an expected
annual growth rate of 8.65% from 2024 to 2029
+ Vietnam's dairy industry revenues nearly doubled from USD 4.4 billion in 2017 to USD 8.4
billion in 2021, with less than half of the demand met by domestic production. Revenue in the
milk market amounts to US$4.22 billion in 2024. The market is expected to grow annually by
8.65% (CAGR 2024-2029).

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 + According to the analyst's analysis, there are more than 200 dairy producers in Vietnam by the
end of 2021. The dairy market in Vietnam is mainly dominated by major players such as
Vinamilk, Nestle Vietnam, Nutifood, FrieslandCampina, and TH Group. In 2023, Vietnam's
General Statistics Office reported a surge in fresh milk output to 1.86 billion liters, representing a
robust 7.5% increase from the previous year, and will rise to 2 billion liters by 2030. Despite the
rise in production, domestic fresh milk production can only meet 40–50% of domestic demand,
with the rest relying mainly on imports.
+ Statistical data reveals that Vietnam's per capita milk consumption remains comparatively low,
ranging from 26 to 28 liters per person per year. The analyst expects milk consumption per capita
in Vietnam to reach 40 liters by 2030. Consumption is gradually increasing, driven by a large,
young, and fast-growing population (around 100 million people) and the rising purchasing power
of the country's middle class.

- Product dynamic: Vietnam's milk market is diversifying, but conventional products from brands like
Vinamilk still dominate consumer preferences.
+ Vietnam's milk market is increasingly diverse in product types, from powdered milk, fresh milk,
condensed milk, and yogurt to functional milk products, organic milk, lactose-free milk, plant
milk, and other products.
+ The choice experiment of milk products showed that consumers select conventional milk
products more often than organic milk products. Conventional milk products with famous brands
such as Vinamilk, TH True Milk, and Da Lat Milk are the most popular and most chosen by
participants.

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- Distribution dynamic: Customers have more convenience in purchasing products due to the variety of
distribution channels. Consumers purchase milk and milk products through three main distribution
channels. First, traditional channels consist of specialized milk shops, grocery stores that sell milk, and
wet markets. Second, modern channels are convenience stores, supermarkets, and hypermarkets. Third,
E-commerce channels include an online shopping platform and the milk company’s websites

- Spending: The Vietnamese dairy market has struggled post-pandemic due to inflation and reduced
demand, with negative growth since 2022, especially in powdered milk
+ After the pandemic, the economy was expected to recover, but in reality, it became complicated
by multi-dimensional crises from political conflicts, epidemics, and climate change. Inflation has
led to reduced consumption; dairy products are currently highly sensitive because most
Vietnamese consumers do not consider milk an essential nutritional product. Therefore, demand
for dairy market products will weaken as consumers have to tighten their spending habits.
+ From 2022 until now, consumption of dairy products on the market has continuously grown
negatively. In the first quarter of this year, according to Nielsen, the overall purchasing power of
this industry was negative by over 2.8%, of which the powdered milk segment was negative by
20%.

- Organization changes: The rebranding of Vinamilk can boost sales by modernizing its image, attracting
new consumers, and aligning with its growth strategy:
+ On 06/07/ 2023, Vinamilk changed its brand identity after nearly 36 years of establishment and
development.
+ Considered a "national stock", but in recent years, the VNM stock of Vietnam Dairy Products
Joint Stock Company - Vinamilk has made many investors wonder about the problem of finding
new growth drivers. Faced with that situation, VNM has entered into a strong restructuring with
the first step to launch a new brand identity after nearly 5 decades, demonstrating the spirit of
boldness, determination, and always being yourself.
+ The General Director of Vinamilk said that changing the brand identity is an effort to reposition,
marking the first step in the process of modernizing the user experience and creating a
breakthrough in the future. Rebranding is just the first step in the company's next five-year
strategy, accompanied by a series of changes in digital transformation, personnel recruitment,
management processes, etc., intending to reach out to consumers.

- Parallel activity and assumption:

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 + Product development: Restructuring and optimizing the product portfolio will improve long-term
growth and meet market demand.
+ Operational efficiency: Enhancing operational capacity and multi-channel distribution will create
new business opportunities and improve sales performance.
+ Strategic partnerships: Collaborating with potential partners and expanding into new markets will
drive portfolio growth and increase export opportunities.
+ Technology integration: Applying technology in sustainable agriculture and optimizing the
business through digital transformation will increase efficiency and competitiveness.
+ Talent development: Strengthening brand value and attracting talent will enhance organizational
capabilities and support long-term business goals.
+ Distribution optimization: Restructuring the distribution model and refining the roles of
distributors will improve the supply chain and sales performance.

- Government regulations: Free trade agreements like EVFTA and CPTPP will intensify competition in
Vietnam's dairy market by lowering import tariffs on foreign products.
+ The market competition for dairy products in Vietnam can be significantly influenced by free
trade agreements and regulations. One such agreement is the European Union-Vietnam Free
Trade Agreement (EVFTA). Under this agreement, import taxes on dairy products from the EU
will gradually decrease. For many products, such as milk and cream without added sugar or
products containing natural milk ingredients, the import tax will be reduced from 5 to 5 percent to
3.5 to 0 percent. This reduction in import tariffs will make European dairy products more
competitive in the Vietnamese market.
+ Another trade agreement that may impact the dairy industry in Vietnam is the CPTPP. This
agreement aims to gradually eliminate import tariffs on various goods, including milk and dairy
products. As the tax rates approach 0 percent, it will create a favorable environment for foreign
dairy products entering the Vietnamese market. Notably, countries like New Zealand, Australia,
and Japan, which are major exporters of milk, stand to benefit immensely from this agreement.

- Competitors: Vinamilk faces intense competition in pricing, product quality, marketing, distribution,
and product diversification from major players like TH True Milk, Dutch Lady, Nestlé, Abbott, and
others.
+ Price wars: Companies frequently launch promotions and discounts to attract customers.
+ Product quality competition: Companies continuously improve their formulas and product quality
to meet consumers' increasing demands.

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 + Marketing competition: Companies invest heavily in advertising, brand building, and promotional
activities to increase brand awareness.
+ Distribution channel expansion: Companies constantly expand their distribution networks to
bring products closer to consumers.
+ Product diversification: Companies not only focus on milk but also expand into other products
like yogurt, sour cream, and cheese.

- Social factors: Economic growth, rising incomes, and urbanization will boost Vinamilk's sales, while
increased internet use and political stability create favorable conditions for growth
+ Economic growth: The Vietnamese economy is expected to grow by 6.2% in 2025, according to
the Asian Development Bank. This growth will be driven by strong domestic consumption,
increasing investment, and growing exports. Vietnam is expected to become one of the fastest-
growing economies in the world in the coming years.
+ Rising incomes: Rising incomes will continue to drive consumer spending in Vietnam, which will
benefit a wide range of industries, including dairy.
+ Increasing urbanization: Vietnam is one of the fastest-urbanizing countries in the world. As more
people move to cities, there will be a growing demand for housing, transportation, and
infrastructure.
+ Growing middle class: Vietnam's middle class is expected to continue to grow in the coming
years, which will create a large market for consumer goods and services.
+ Increasing internet penetration: Internet penetration in Vietnam is expected to reach 70% by
2025, which will provide businesses with new opportunities to reach customers and sell products
and services online.
+ Political stability: Vietnam is a politically stable country, and this is likely to continue in the
coming years, which will create a favorable environment for businesses to invest and operate

IV. Goals clarification

Goals are identified based on the analysis of both historical data performance and key assumptions.
Specifically, in Q3/2025, Vinamilk aims to achieve a revenue growth at roughly 4,550 billion VND for
UHT fresh milk.
- Why is revenue growth? Considering Vinamilk’s historical performance in 2023 - 2024 which proved
that their quarterly revenue always peaked at quarter 3, revenue growth will be the most reasonable goal
for Q3/2025.

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- Why the number “roughly 4,550 billion VND”? As the current market trend shows an increasing
demand for fresh milk in the next 5 years and the economy of northern cities and provinces will partially
recover from the aftermaths of the Yagi typhoon, Vinamilk’s domestic revenue in Q3/2025 can achieve at
least a 5% year-on-year growth, reaching about 12,200 billion VND. Since Vinamilk's liquid milk
products dominate the market and its other segments like yogurt and condensed milk are significant but
smaller contributors, UHT fresh milk likely constitutes about 35% of Vinamilk's total domestic revenue;
hence, in Q3/2025 the revenue of that product line will be roughly 4,270 billion VND.

V. KPIs distribution and explanation

1. KPIs distribution
Based on historical performance, key assumptions and goals, KPIs are divided as follows:

2. KPIs explanation

Offline distribution (95%) and online distribution (5%):

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As offline stores account for 80% of Vinamilk’s total pasteurized milk profit, it can be seen that the
company is still mainly focusing on this distribution channel. However, there was a significant trend that
people tend to shop online more frequently via e-commerce, with 20-25% annual growth.
=> In general, e-commerce witnessed a dramatic increase, however, it is still minor compared to offline
channels, therefore, the KPIs are mainly assigned to this distribution

The Southern (42.75%), the Northern (33.25%) and the Middle (19%):
There are differences in the consumption between areas in Vietnam
- Southern Vietnam may consume more milk due to their living standard: The southern region, especially
Ho Chi Minh City, is considered the largest dairy market in the country. People in the Southern region
tend to consume affordable dairy products, allowing domestic milk brands like Vinamilk and TH True
Milk to dominate the market. Vinamilk has major factories here, with a strong focus on sterilized fresh
milk and formula products. Given the higher economic development, higher income levels, and larger
population, it is estimated that the southern region contributes about 45-50% of Vinamilk’s 2023
domestic revenue.
- Northern Vietnam may respond for about % due to their expectation with milk products: Hanoi and
northern provinces are also significant markets, where Vinamilk offers a wide range of dairy products,
such as yogurt and condensed milk. However, as Northern consumers tend to favor premium products,
Vinamilk faces strong competition from international brands and imported milk products in this market.
Therefore, revenue from the northern region is estimated to account for about 30-35% of the company’s
2023 domestic revenue.
- Central Vietnam may have the lowest percentage of revenue: Dairy consumption in the central region is
generally lower compared to the other two regions due to economic conditions and consumer habits.
However, Vinamilk has expanded its market share here through programs like "Sữa học đường." Revenue
from the central region is estimated to contribute 15-20% of total 2023 domestic revenue.

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Hanoi (6.65%) vs. other cities/provinces (26.6%):
- As written in Vinamilk’s 2022 report, the northern area accounts for 35% of Vinamilk’s UHT milk
profit, while Hanoi makes up more than 20% of this region. It can be seen that sales volume in Hanoi is
considerably lower than that of other cities/provinces. Hence, in 2023, the UHT milk industry decreased
by 1%, according to Nielsen. As a result, the KPI assigned to Hanoi is 20%.
- According to an SDGCW investigation conducted by UNICEF, 14,000 households participated
nationally, and the results indicated that Hanoi has the largest percentage of children - the target
customers of Vinamilk - among the northern region, at around 20-25%. Specifically, with the total
number of citizens of around 8 million, Hanoi has 1.6 to 2 million children. Meanwhile, Haiphong has
400,000 to 500,000, and other provinces such as Quang Ninh, Bac Ninh, Nam Dinh, Thai Nguyen, etc.
only have 200,000 to 300,000 each. Hanoi has an outstanding number of children compared to other areas
separately. However, compared to the total data of other cities/provinces combined, which is more than
10 million children (according to the General Statistics Office of Vietnam in 2019), the number of
children in Hanoi is lower than that of other areas and only accounts for 20% of total children in the
Northern region.

Southern (1.995%), Central (1.6625%), North-East (0.9975%) and North-West (1.995%.)

- Southern and North-West share the same amount of KPIs because they are both highly potential.
Specifically, there are a large number of children - Vinamilk UHT milk target customers - in this area,
and the actual consumption of this product was recorded at a high level.
- Central: Although UHT milk consuming power in this area is high since this is a daily used product, this
place is full of seniors and above, which is not the target users

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 - North - East (15%): This place is considered as not potential as the UHT milk sales volume here is low,
hence the fact that there is a lack of target consumers in this area.

Ba Dinh, Hoan Kiem (0.665%) vs. Dong Da, Hai Ba Trung (0.9975%)
- Ba Dinh, Hoan Kiem: This area is where most administrative agencies and government
offices/organizations converged. Due to this reason, there is a scarcity of citizens in this place. Moreover,
the people here are mainly foreigners and the elderly
- Dong Da, Hai Ba Trung: This area is where most schools and universities are located. This shows that
there are a lot of children living or studying here, which make them a more potential market

Ba Dinh (0.3325%) vs. Hoan Kiem (0.3325%): These two districts share the same characteristics
(population structure/density, customer behavior/lifestyle, etc), therefore, KPIs are assigned equally to
these areas

VI. Planning sales strategies

July 2025 August 2025 September 2025

Customers Parents 1. Parents: 1. Parents

- Age: Parents are in the age - Age group: Parents are in the - Age range: Parents are in the
range of 25 to 35 years old age range of 25 to 35 years old age range of 25 to 35 years old

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 - Buyer Behavior: - Buyer behavior: - Buyer behavior:
+ Parents buy UHT milk for + Parents are highly focused on + High-income parents
their children, often when it's the nutritional value of prioritize quality, while
convenient (e.g., after work or products they purchase for their medium-income parents are
picking kids up from classes). children, price-sensitive and look for
+ They are price-sensitive and + They often prefer products promotions.
tend to purchase in bulk when that are convenient to purchase + Prioritize products with
there are discounts. and use, such as ready-to-drink credible origins and safe
milk cartons for children, and production processes
appreciate easy availability + They require safe, convenient
through supermarkets, nutritional products that
convenience stores support their children's physical
and intellectual development,
2. Schools especially during the back-to-
- Schools require milk products school season.
that are rich in essential
nutrients 2. Schools
- Buyer behavior: Schools - Schools require milk products
prefer a stable partnership and that are rich in essential
long-term contracts with nutrients
suppliers like Vinamilk to - Buyer behavior: They require
secure consistent supply and a stable milk supply at
favorable pricing that offers competitive prices to serve
continuous product availability students, patients, and end
without the need for frequent customers. These key accounts
renegotiations. typically place large orders and
expect favorable pricing
policies and flexible payment
terms.

Objectives - Promote the full range of - Building customer loyalty and - Increase sales by meeting the
Vinamilk pasteurized fresh competitive positioning for nutritional needs of students
milk products through both their pasteurized fresh milk and providing high-quality
digital (the Internet) and

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 traditional marketing platforms products. milk products to key accounts.
(industrial distributors)
- Strengthen its customer - Strengthen its brand position
- Ensure high product visibility loyalty through innovative and boost customer loyalty
and foster brand loyalty as a gifting programs and through well-targeted
preparation for launching subscription services, ensuring promotions for both parents
purposes in the next two repeat purchases and customer and key accounts.
phases. retention.

Product The first period will Focus on Vinamilk’s 180 ml Concentrate on sterilized milk
concentrate on sterilized milk paper boxes of sterilized fresh paper boxes and sterilized milk
paper boxes and sterilized milk milk with flavors such as packets (with all flavors)
packets (with all flavors) sweetened, low sugar, - A flavored 4-box pack of
- A flavored 4-box pack of chocolate, and strawberry Vinamilk UHT milk: 20,736
Vinamilk UHT milk: 20,736 - A flavored 4-box pack of VND
VND Vinamilk UHT milk: 20,736 - Carton of 48 boxes of
- A Vinamilk UHT milk VND Vinamilk UHT milk: 340.000
packet: 7,600 VND - Carton of 48 boxes of VND
Vinamilk UHT milk: 340.000
VND

Price - Promotional pricing: - Bundle pricing: - Bundle pricing:

To compete with other players Vinamilk could introduce Vinamilk could introduce
in the liquid milk market, special back-to-school special back-to-school
Vinamilk could implement a packages, such as bulk packages, such as bulk
promotional pricing strategy by discounts for families or discounts for schools buying
lowering product prices and schools buying milk in larger milk in larger quantities, This
offering promotions to attract quantities, This approach aligns approach aligns with
customers, appealing to parents' with Vinamilk’s history of Vinamilk’s history of value-
preference for lower prices. value-added promotions added promotions

- Promotional Pricing: - Promotional Pricing:

Vinamilk can include Vinamilk can include
promotional offers, which promotional offers, which

20
 would be effective during the would be effective during the
back-to-school season to back-to-school season to
encourage bulk purchases, encourage bulk purchases,
particularly for parents and particularly for schools.
schools.

Relationship - Solution relationship with - Solution relationship with - Solution relationship with
parents: parents: parents:
The relationship with parents The relationship with parents The relationship with parents
will focus on meeting their will focus on providing a will focus on providing a
children’s demands, which is solution for the nutrition solution for the nutrition
drinking. Besides, the solution demands of their children, demands of their children,
is defined as the solution building trust through high- building trust through high-
relationship because it satisfies quality and safe products. quality and safe products.
the following criteria:
+ Offer customized and - Collaborative relationship - Collaborative relationship
flavorful options for target with schools: with schools:
users Schools with boarding Schools with boarding
+ Serve fewer range of programs represent a bulk programs represent a bulk
customers out of the whole purchasing scenario and the purchasing scenario and the
demand is higher and more demand is higher and more
regular. So Vinamilk and regular. So Vinamilk and
schools should work closely schools should work closely
and stay connected to ensure and stay connected to ensure
long-term mutual benefits. long-term mutual benefits.

Selling Solution relationship with Solution relationship with - Solution relationship with
strategy parent: Use selling strategy parent: Use selling strategy: parents: Use problem-solving
- Satisfying customers’ needs - Parents: selling and need satisfaction
(Providing children’s + Satisfying customers’ needs selling to meet children's daily
physiological needs - drinking) (Providing children’s nutritional needs during the
- Solve customers’s problem physiological needs - drinking) back-to-school season, while
(Support their children’s + Solve customers’s problem offering promotional
physical growth, boost (Support their children’s campaigns and discounts to

21
 immunity, and support physical growth, boost parents and key accounts.
cognitive development) immunity, and support the
cognitive development) - Collaborative relationship -
- Schools: Schools: Use both customized
+ Customized selling Selling and consultative selling
+ Consultative selling: by with key accounts by offering
offering them long-term them long-term contracts (6-12
contracts (6-12 months) with months) with guaranteed
guaranteed discounts based on discounts based on volume
volume commitments. The commitments. The higher their
higher their commitment, the commitment, the better the
better the discount. discount.

Sales channel - Company salesforce: Vinamilk can benefit from a dedicated sales team to manage relationships
strategy with major retailers and distributors, especially in modern trade channels like supermarkets and
convenience stores. This in-house team can oversee direct communication with retail partners to
optimize shelf space, manage promotions, and ensure a consistent supply of UHT fresh milk.

- Industrial distributors:
+ Establish strong relationships with major distributors, implementing discount programs and sales
bonuses to encourage bulk purchasing.
+ Ensure products are always available in retail chains and supermarkets, conducting regular
inventory checks to prevent stockouts.
+ Organize meetings and conferences with distributors to gather feedback, improve distribution
processes, and prepare for the year-end sales season.

- Independent Representatives:
+ Through small stores and convenience shops, providing short-term training for staffs and
supporting in-store promotional programs.
+ Maintain regular communication with industrial distributors; stay well-informed about details
about upcoming promotions to boost sales.
+ Implement loyalty programs for members or returning customers with selective discounts or
points accumulation for future rewards

22
VII. Prepare forecasts and budgets

1. Sales forecasts
Target Sales forecast Rationale
Period
customers

Period 1: Parents Revenue: Total UHT - Historical performance: Over the years, sales
July 2025 fresh milk revenue of Ba in July have consistently made up around 25%
Dinh district for July is of Q3’s total revenue. Historical data of
estimated at 3,549 billion Vinamilk suggests that July traditionally
VND (~25% of the contributes less than the subsequent months in
quarterly revenue, 5% the quarter, as the month lacks back-to-school
YoY growth) seasonal sales drivers.
- Customer behaviors:
+ Stable household consumption: In July,
parents purchase UHT fresh milk at a steady
rate for their children to consume during the
summer break and for the whole family in
general. However, there is no significant
increase in demand tied to special events,
holidays, or school-related activities. Parents
are not yet preparing for the back-to-school
season, which typically boosts milk sales later
in the quarter. Therefore, regular consumption
patterns dominate in July, keeping sales
moderate but steady.

+ Non-school month: July is outside of the

academic calendar, so there are almost no
sales from boarding schools, cafeterias, and
institutions (which contribute significantly in
August and September) during this period.
Hence, consumer purchasing in July is driven
mainly by individual households rather than

23
 bulk institutional buyers, explaining why the
month’s sales only make up for 25% of Q3.

Period 2: Parents, schools Revenue: Total UHT - Historical performance: Looking at the past
August fresh milk revenue of Ba few years, Vinamilk has often experienced a -
2025 Dinh district for August is 35% share of Q3’s UHT fresh milk revenue in
estimated at 4,969 billion August due to the back-to-school season.
VND (~35% of the - Customer behaviors:
quarterly revenue, 5% + Back-to-school demand surge: In August,
YoY growth) parents begin purchasing UHT fresh milk in
preparation for the school year due to its
convenience for kids to consume at school.
Milk is a staple product for school-age
children, which drives increased purchases
during this period. Families are more likely to
buy milk in bulk, making August a peak
month for sales.

+ Institutional buyers: Schools begin placing

large orders in August to prepare for the
school year. In Ba Dinh district, there are 64
kindergartens, primary schools, and secondary
schools (including 49 public schools and 15
private schools), along with 72 independent
kindergarten classes, making this institutional
buyer segment very potential during this
period. These bulk purchases significantly
contribute to the surge in demand and push
August sales up to the 35% range of the
quarterly total.

+ Promotions and stocking-up behavior:

Vinamilk often runs back-to-school
promotions during August to capture the

24
 attention of parents. These promotions can
drive a significant boost in sales, especially
since parents tend to stock up on long-lasting
products like UHT milk for the coming
months.
- Competitors: In August, competitors such as
TH True Milk and Dutch Lady ramp up their
marketing efforts, often introducing back-to-
school promotions of their own. However,
Vinamilk’s broad range of affordable and
accessible UHT milk products, combined with
its dominant market position, ensures it will
continue to outperform competitors in the
liquid milk category during this high-demand
month and achieve the targeted 5% YoY
growth in revenue.

Period 3: Parents, schools Revenue: Total UHT - Historical performance: Historically,

September fresh milk revenue of Ba September is the strongest month for Vinamilk
2025 Dinh district for in Q3, it has consistently contributed -40% of
September is estimated at Q3 revenue for UHT fresh milk. The month
5,679 billion VND (~40% marks the final push in the back-to-school
of the quarterly revenue, season, and many bulk orders from schools
5% YoY growth) that began in August are often finalized or
delivered in September, further boosting sales
during this month. Past data shows that
institutional buyers finalize their stock
requirements in September.

- Customer behaviors:
+ Household stocking-up: With students back
in school, parents continue to purchase UHT
fresh milk in larger quantities for children’s
lunches and snacks. The demand from

25
 households remains elevated as parents who
may have underestimated their needs will
likely purchase more in September.

+ Boarding schools and cafeterias:

Institutional buyers like boarding schools,
school cafeterias, and canteens finalize or
make more orders in September, contributing
significantly to the overall revenue. These bulk
purchases ensure that September experiences
the highest sales volume within the quarter.

- Competitors: In September, competitors such

as TH True Milk and Dutch Lady will be
offering aggressive back-to-school
promotions. However, Vinamilk’s broad range
of affordable and accessible UHT milk
products, combined with its dominant market
position, ensures it will continue to outperform
competitors in the liquid milk category during
this high-demand month and achieve the
targeted 5% YoY growth in revenue.

2. Sales budget
Based on the expected revenue, in Q3/2025, Vinamilk have budget for sales plan with the total budget
allowed to use: 1,552,931,600 VND (10% of expected revenue)

26
VIII. Develop specific tactics

1. The first period

This period has 2 main tactics, which is promotional campaigns and in-store activation
1.1. Promotional campaigns
- "Summer family pack": Offer discounts on multi-packs of UHT milk for families buying in bulk for
summer (buying as bulk will be cheaper than buying individually)
- Weekly promotions: Create “Buying of 1 carton of 24 packs will get 1 more 8-pack box for free” offers
during weekends and provide “15% discounts on the 3rd and upper UHT pack being bought at some
parks and family-oriented recreational centers within the province” because most families spend their
weekends shopping => Promote stocking up for family use.
=> Reason: Families may be more price-sensitive during the summer because their children are home all
day; therefore, they will have to spend more on taking care of their children. Moreover, during this time,
parents usually create more space and activities... so that their children can utilize their spare time before
another school year to grow. Consequently, offering family packs and discounts encourages higher
purchase quantities. Thus, bundling makes it easier for parents to stock up for the summer, while
discounts create a sense of urgency, driving sales during an otherwise moderate month.

27
- Cross-promotion with summer activities: Partner with summer camps, local parks, or family-oriented
recreational centers to promote the brand through sponsorship deals or co-branded promotions (e.g.,
coupons given at these places).
=> Reason: Families usually spend more time outdoors or engaging in local events during July.
Accordingly, partnering with summer camps or family-friendly activities makes UHT milk part of their
daily experiences, encouraging trial and association with fun, healthy activities. This provides exposure to
the target consumers of this phase - parents - because they are the main people to pay for the whole trip
and relevant fees while aligning the product with positive summer experiences.

1.2. In-store activation

Family recipe booth: Provide drinks or dishes made of milk in booths and provide recipe cards for each
dish. This features quick, summer-friendly meals using UHT milk as a key ingredient, and these could be
displayed next to the milk shelves to encourage impulse buys.
=> Reason: Offering food booths with recipe cards encourages parents to purchase UHT milk to recreate
dishes/drinks that they find delicious for family meals, especially when parents see quick, easy meal ideas
right next to the product. As a result, this strategy can leverage impulse buying,

2. The second period

This period has 3 main tactics, which is promotional campaigns, in-store promotion and school
sponsorship
2.1. Promotional campaigns
- Back to school promotion campaign: During the back-to-school season to encourage bulk purchases,
particularly for parents and schools. Vinamilk could give away essential back-to-school items such as
backpacks and pencil cases to encourage bulk purchases from parents.With every purchase of 4 carton
boxes, customers will get a backpack. This strategy has been successful in previous promotions for
Vinamilk’s 100% fresh milk as well as other product lines. The sales teams would work closely with
supermarkets and convenience stores to ensure prominent displays and promotions in stores.

- Customers buying up from 2 cartons of 48 packs will get 35% discount on the 2nd 24-pack carton
(applying for either 110ml, 180ml, or 220 ml pack)

28
2.2. In-store promotion
The sales team will set up sampling booths to promote the UHT fresh milk at supermarkets. Also,
collaborate with supermarket loyalty programs to offer points or discounts for customers who buy larger
quantities

2.3. School sponsorship

- Vinamilk can sponsor school events like sports days, the first week of school, or nutrition awareness
programs at school. During these events, Vinamilk can offer free samples of milk and emphasize the
importance of dairy in children’s diets. Set up sampling booths at schools to allow students to try different
flavors of Vinamilk’s UHT fresh milk.
- The sales team will partner with the school to supply milk as part of government or school-based milk
programs, which provide daily milk to students. These programs will promote the importance of dairy in
children’s diets and Vinamilk
- The sales team secure long-term contracts with schools to become their exclusive supplier of Vinamilk’s
UHT fresh milk and guarantees consistent sales volume

3. The third period

This period has 2 main tactics, which is promotional campaigns for parents and promotional campaigns
for schools
3.1. Promotional campaign for parents
- Back to school promotion campaign: During the back-to-school season to encourage bulk purchases,
particularly for parents and schools. Vinamilk could give away essential back-to-school items such as
backpacks and pencil cases to encourage bulk purchases from parents.With every purchase of 4 carton
boxes, customers will get a backpack. This strategy has been successful in previous promotions for

29
Vinamilk’s 100% fresh milk as well as other product lines. The sales teams would work closely with
supermarkets and convenience stores to ensure prominent displays and promotions in stores.
- Customers buying up from 2 cartons of 48 packs will get 35% discount on the 2nd 24-pack carton
(applying for either 110ml, 180ml and 220ml pack)

3.2. Promotional campaign for schools

- Long-term supply contract with educational institutions: After the promotion campaign in the previous
period in order to reach out to schools and other institutional institutions, this period will focus on
stabilizing the leads and revenue and creating long-term beneficial relationships with the customers.
+ Vinamilk can implement this tactic by holding negotiation conferences with the schools from the
previous period, offering the schools a reliable and stable supply of milk throughout the whole
academic year.
+ Some supporting activities: promotional programs offering an appealing price and payment
policy for the schools, supporting services in terms of logistics for the schools who signed the
contract, etc.
- Discount on monthly usage: If a school commits to a minimum monthly usage (such as 3 cartons per
month), they will receive a 15% discount on the total amount for each order.

IX. Budget allocation

Maximize the number of touch-points and show-up occasions: Vinamilk will utilize this period by
pushing the number of touch-points possible to its peak. To do this, Vinamilk can:
- Run a marketing campaign, with the main activity being an iTVC, which will be displayed in elevator
areas (in education-related buildings or office buildings with a large number of adults having children in
the school age), in OOH banners at crossroads and bus- stops, and also on digital tools.
- Vinamilk may also enhance product displays and implement promotional programs at supermarkets,
retailers, etc. to attract parents and teachers to shop. This can also be accompanied by the increase of
direct marketing with the support from the sales team.
=> Based on the total budget allowed to be used and the tactics plan, the budget is allocated as follows:

30
X. Monitor performance
To achieve Vinamilk's Q3/2025 UHT fresh milk revenue goal of 14,197,750,000 VND for Ba Dinh
district, here are the necessary criteria to be judged in order to monitor sales performance:
- Total sales revenue: Track both monthly and quarterly total revenue to gauge progress toward growth
targets. This metric shows the effectiveness of sales efforts in generating income and serves as the
primary indicator of performance.
- Revenue per product: Monitor revenue for each product in the UHT fresh milk product line to identify
where growth is occurring. This helps determine which categories are driving revenue increases, enabling
necessary corrective action adjustments to push sales of high-potential products.
- Revenue per sales channel: tracking sales revenue across different channels, like traditional trade
(traditional markets and grocery stores), modern trade (supermarkets and convenience stores), Vinamilk
stores and key accounts, is crucial. This will show how each channel contributes to total revenue,
highlighting where growth is strongest.
- Effectiveness of sales promotions: The increase in sales volume or revenue during the promotional
period compared to the period before the promotion can directly show the promotion's impact.
+ For promotions that include bundling products or discounts on additional items, tracking changes
in average basket size or sales of complementary products can reveal if customers are purchasing
more or diversifying their purchases.

31
 + For promotions that involve coupons, discounts, or vouchers, tracking redemption rates provides
a clear indicator of customer engagement with the promotion.
+ Qualitative data from customer feedback on social media, surveys, or direct feedback at retail
locations can reveal customer perceptions and preferences. Positive feedback or engagement can
indicate that the promotion resonated well with customers.

XI. Corrective action adjustment

- These adjustments help Vinamilk stay agile and respond effectively to sales trends without requiring a
large budget increase, thereby keeping the sales plan focused on revenue growth efficiently:
+ Refine product focus within existing resources: Use existing sales data to focus sales and
marketing efforts on higher-performing UHT products without additional advertising spend. This
can be done by reallocating in-store displays and staff attention to these items in high-traffic
locations.
+ Channel reallocation: If modern trade channels are performing better, shift more inventory to
those outlets to avoid overstock in underperforming channels. This approach improves efficiency
without requiring additional spending.
+ Adjust in-store promotions tactically: Instead of creating new promotions, enhance the
effectiveness of current ones by optimizing timing and targeting. For instance, align promotions
with high-traffic days and times, like weekends or payday periods, to maximize impact without
increasing costs.
+ Gather and utilize customer feedback cost-effectively: Use free or low-cost feedback collection
methods (social media polls, simple surveys handed out at Vinamilk stores) to refine promotional
messaging or product offerings based on customer preferences. Adjust promotions or product
displays based on this feedback to improve alignment with customer expectations.
+ Leverage monthly revenue tracking for quick, cost-free adjustments: Analyze revenue data by
month to identify patterns and adjust targets or stock levels as needed, reducing excess spending
on storage or handling. Reallocating products to locations with high demand based on monthly
data can optimize sales without extra cost.

- If the corrective action adjustments above have been done but Vinamilk's UHT fresh milk sales in Ba
Dinh district still fall short of the quarterly revenue KPIs, here are some practical strategies to reallocate
the deficit to ensure that targets are met effectively:
+ Redistribute the deficit across the following months’ KPIs in Ba Dinh district

32
 + Allocate revenue shortfall to neighboring districts (Dong Da, Hoan Kiem, Hai Ba Trung) in the
next month
+ Shift the emphasis on to e-commerce channels

- And to determine the best approach among those for reallocating KPIs, several types of information and
data are essential. Here’s what Vinamilk would need to analyze in order to make an informed decision:
+ Monthly sales performance data: Analyze the monthly revenue performance to see exactly how
much the target was missed. If the deficit is minor, it may be practical to distribute it across future
months within the same district. If the gap is large, reallocating across other areas or channels
might be necessary.
+ Area-specific data in nearby districts: Analyze recent performance data for neighboring districts
to identify high-potential locations. For example, if Hoan Kiem shows consistent growth and
proximity to Ba Dinh, it may be effective to reallocate some of Ba Dinh's revenue deficit to Hoan
Kiem’s KPI.
I.
C. SALEFORCE MANAGEMENT
I. Planning for recruitment and selection
1. Job analysis
- For sales supervisor: Responsible for ensuring compliance with sales processes and criteria across
different business channels. This involves identifying risks, refining processes, and working closely with
various departments and stakeholders, such as sales operations, marketing, customer service, and
distributor partners, to improve overall system effectiveness. The role includes analyzing sales-related
data, developing actionable improvement plans for any identified risks, and implementing standardized
business practices to boost operational efficiency and maintain high compliance standards.

- For salesperson at a Vinamilk store: Responsible for assisting customers with product selection,
providing information on the company's dairy products, processing sales transactions, and maintaining
store organization. They ensure excellent customer service, contribute to achieving sales targets, and help
with promotional activities. Salespersons are also involved in restocking shelves, setting up displays, and
ensuring the cleanliness of the store, all while building strong relationships with customers to enhance
loyalty.

- For part-time booth attendants for Vinamilk sampling events: Responsible for overseeing and managing
product sampling booths at school locations. Key duties include setting up booths, distributing Vinamilk

33
UHT fresh milk samples to students, maintaining cleanliness, restocking products, and engaging
positively with students to promote the brand. The role requires a friendly, outgoing individual with
strong communication skills, attention to hygiene standards, and the ability to work independently.

2. Job qualifications
2.1. For sales supervisor
- At least 3 years of experience managing distributors at consumer goods companies.
- Ability to perform complex analysis, analyze reports, synthesize information, and generate reports.
- Capability to think critically and offer recommendations and improvements.
- Strong communication and presentation skills, both in writing and verbally, with the ability to convey
complex information to various audiences and achieve consensus.
- Excellent interpersonal communication skills, with the ability to work independently and in teams.
- Solid knowledge of Excel, PowerPoint, and DMS systems.
- Willingness to travel for business.

2.2. For salesperson

- At least 6 months of experience in a sales consultant role at supermarket chains (Vinmart, BigC,
CoopMart, etc.), convenience stores, or milk stores.
- High school graduate or higher; male/female aged 20-35 years old.
- Basic skills in using a computer and POS machine for sales and payment transactions.
- Able to work rotating shifts of 8 hours with 1 day off per week.

2.3. For part-time booth attendants for Vinamilk sampling events

- 20-25 years old.
- Friendly, outgoing personality with good communication skills.
- Ability to engage with children in a positive and respectful manner.
- Reliable, punctual, and able to work independently.
- Basic understanding of hygiene and food safety.
- Previous experience in event assistance, customer service, or sales is a plus but not required.

3. Job description
3.1. For sales supervisor:
- General information: Responsible for ensuring compliance with sales processes and criteria across
different business channels. This involves identifying risks, refining processes, and working closely with

34
various departments and stakeholders, such as sales operations, marketing, customer service, and
distributor partners, to improve overall system effectiveness. The role includes analyzing sales-related
data, developing actionable improvement plans for any identified risks, and implementing standardized
business practices to boost operational efficiency and maintain high compliance standards.
- Job details:
+ Risk supervision and evaluation: Conduct compliance assessments for distributors and partner
stores per signed contracts and agreements, ensuring adherence and efficiency across all sales
channels. The primary goal is to identify risks, ensure compliance, and improve operational
integrity while adhering to legal and company standards. Perform compliance assessments for
distributors and sales staff (Alphashop, Showcase Stores, Supermarkets) as per regulations.
Participate in evaluating warehouse and equipment investments for distributor candidates and
surveying locations for partner stores according to current regulations.
+ Support and consultation: Provide consultation and support to distributors, store owners,
distributor staff, and sales staff in executing signed contract terms, regulations, and company
procedures. Assist distributors in seeking solutions to optimize infrastructure and transportation.
Offer consultation and support to distributors in optimizing delivery and transportation activities
to meet customer demands.
+ Process improvement & compliance: Regularly review and improve sales processes to enhance
efficiency and compliance. Develop creative solutions to streamline operations and optimize
performance, resulting in improved performance indicators and operational excellence.
+ Perform other related tasks as required by the Sales System Oversight and Compliance Control
Manager.
- Job requirements:
+ At least 3 years of experience in distributor management at consumer goods companies.
+ Ability to perform complex analysis, analyze reports, synthesize information, and create reports.
+ Ability to think critically, provide recommendations, and suggest improvements.
+ Strong communication and presentation skills, both written and verbal, with the ability to convey
complex information to different audiences and achieve consensus.
+ Excellent interpersonal communication skills, with the ability to work independently and in
teams.
+ Solid knowledge of Excel, PowerPoint, and DMS systems.

- Preferred requirements:
+ University degree in related fields such as administration, operations, finance, and control.

35
 + Honesty and integrity.
+ Knowledge of Power BI.

3.2. For salesperson

- Work location:
+ Vinamilk Milk Store at 68 Thanh Cong Street, Ba Dinh district, Ha Noi
+ Vinamilk Milk Store at 276 Doi Can street, Ba Dinh district, Ha Noi
+ Vinamilk Milk Store at 82 Ngoc Ha street, Ba Dinh district, Ha Noi
+ Vinamilk Milk Store at 25B Phan Dinh Phung street, Ba Dinh district, Ha Noi
- Job details:
+ Display and arrange products on the shelves
+ Advise and introduce products to customers
+ Manage and maintain shelf hygiene according to brand standards
+ Stock inventory in the warehouse and prepare daily stock reports
+ Place and receive product orders
+ Operate as cashier
+ Help with operating promotional activities in store during the back-to-school season
- Job requirements:
+ At least 6 months of experience in a sales consulting position at supermarket chains (Vinmart,
BigC, CoopMart, etc.), convenience stores, or milk shops
+ High school diploma or higher; Male/Female aged 20 - 35
+ Basic computer and POS skills for sales and payment processing
- Working hours: 8-hour rotating shifts, 1 day off per week.

3.3. For part-time booth attendant for Vinamilk sampling events

- Work location: Various school locations in Ba Dinh district
- Working hours: Flexible shifts: 7:00am-12:00pm; 1:00pm-6:00pm
- Date: 25-26-27 August, 2025
- General information: Vinamilk is seeking enthusiastic and responsible individuals to work as part-time
booth attendants during the back-to-school season. The role involves managing sampling booths at
schools, where students will be invited to try various flavors of Vinamilk’s UHT fresh milk. This is a
fantastic opportunity for anyone who enjoys interacting with children and promoting a healthy lifestyle.
- Job details:
+ Set up and organize Vinamilk sampling booths at designated school locations.

36
 + Distribute samples of Vinamilk’s UHT fresh milk to students in a friendly and professional
manner.
+ Provide product information and answer basic questions from students, teachers, and parents.
+ Ensure the cleanliness and orderliness of the sampling area.
+ Monitor product stock levels and replenish as needed.
+ Maintain proper hygiene and safety standards while handling food products.
+ Collect feedback from students and report any issues to supervisors.
- Qualifications:
+ 20-25 years old.
+ Friendly, outgoing personality with good communication skills.
+ Ability to engage with children in a positive and respectful manner.
+ Reliable, punctual, and able to work independently.
+ Basic understanding of hygiene and food safety.
+ Previous experience in event assistance, customer service, or sales is a plus but not required.

4. Objectives
- Hire 1 area sales supervisor, 5 salespeople, and adequate part-time booth attendants for Vinamilk
sampling events for Ba Dinh district to support growing sales operations during this peak season.
- Attract at least 5 qualified candidates for sales supervisor positions and 30 qualified candidates for
salesperson positions.
- Define clear qualifications for each role to minimize mismatches. Develop screening tools to filter
candidates with the right experience level, ensuring over 90% of applicants meet the role’s qualifications.
- Analyze performance metrics to identify which recruitment channels attract more successful hires:
online job portals or internal referrals, hence adjusting recruitment efforts for future needs.

5. Planning recruitment and selection

TIMELINE OF RECRUITMENT AND SELECTION

Activities Time Methods Duration

Preparation of 13/4/2025 - 4/5/2025 Company’s internal 3 weeks

paperworks and system
research (job analysis,
JD, objectives,...)

37
Publish recruitment 5/5/2025 - 4/6/2025 Internal announcement: 1 month
announcements Via mail, texts, internal
groups, meetings, HR
systems
External
announcement:
- Recruitment agencies
- Vinamilk management
trainee program
- Vinamilk’s
recruitment website
- Employee referrals
- Job search sites
(Linkedin, TopCV, etc)

Screening CVs and The results will be

applications announced via phone
calls rand email

Interview (initial and 7/6/2025 - 11/6/2025 The announcements and 5 days

intensive) results will be
announced via phone
Accessment centers 14/6/2025 - 15/6/2025 2 days
calls and email

Background 16/6/2025-18/6/2025 3 days

investigation

Selection decisions 19/6/2025 - 22/6/2025 4 days

(offfer + onboard)

Training 23/6/2025 - 30/6/2025 Company’s internal 1 week

system

38
II. Sales training process
1. Assess sales training needs
- To implement the proposed sales plan, management needs to determine the training needs of the staff.
For each period, there will be relatively different training needs, but for an overview of the plan, below
are what the sales training needs need to have:
+ Customer consultation training: Focus on listening to customer needs and feedback and increase
purchase value through personalized recommendations.
+ Customer care training: Build lasting customer relationships by creating connections with
customers
+ Product knowledge training: Stay updated on market trends and competitors.

- To be more specific, these are some skills that need to be trained in different positions
+ For sales supervisor:
● Strong leadership skills to inspire and guide the teams. This includes setting clear
expectations, providing constructive feedback, and motivating team members.
● Understand Vinamilk's overall sales strategy and be capable of changing it into
actionable plans for their teams.
● Strong communication and negotiation skills so that they can manage a good relationship
with both the internal team and the customer
● Sales supervisors often encounter unexpected challenges and they must be equipped with
problem-solving and decision-making skill
+ For salesperson:
● Fully understand Vinamilk’s products to answer customer questions, provide
recommendations, and confidently address customer’s concerns.
● Good sales techniques and approaches so that they can close deals more effectively and
increase overall revenue.
● Communication and negotiation skills are also needed because Salespersons often
negotiate deals with clients and secure terms that benefit both the customer and Vinamilk.
+ For part-time booth employee:
● Have a solid understanding of Vinamilk’s products to answer questions from customers
and promote the brand confidently
● Strong interpersonal skills to engage with customers, encourage trial, and build interest in
the product.

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2. Set training objectives
Below are the general goals for the training program for sales supervisors, salespersons, and part-time
booth employees:
- Increase the customer's awareness about the discount programs to increase sales volume
- Promote the sales spirit of the company
- Enhance sales staff's knowledge about the products they are selling and the company
- Strengthen the sales team’s emotional intelligence to improve the relationship with customers
- Improve sales skills: consultative selling, upselling, and cross-selling to boost order value and customer
satisfaction.

3. Evaluated training alternatives

3.1. Sale trainers
- For sales supervisor: The sales leader will train the sales supervisor directly, ensuring a comprehensive
understanding of the sales processes and criteria across different business channels
- For salesperson: Each sales supervisor will handle training for the salespeople at their respective
locations
- For part-time booth employees: The most experienced salesperson from the Ba Dinh location will train
these part-time attendants. Training for this role is typically completed within one day to cover basic
essentials.

3.2. Training methods

- For sales supervisors: Training includes lectures (to provide foundational sales theory and an overview
of the sales process), case studies (for developing analytical and risk management skills), e-learning
(providing access to online materials for ongoing reference), and in-the-field training (to practice skills in
real-world situations).
- For salesperson: Training includes lectures (covering core sales theory), e-learning (online materials for
flexible study), and in-the-field training (to evaluate actual performance)
- For part-time booth attendants for Vinamilk Sampling Events: Training covers only essential sales
theory and the sales framework specific to their location, delivered through brief lectures

3.3. Sales training locations

- For sales supervisor and salesperson: Training is conducted both online and in person
- For part-time booth attendants for Vinamilk sampling events: Training is provided exclusively offline

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4. Design sales training program
4.1. Training contents
4.1.1. For sales supervisor
- Knowledge:
+ Vinamilk’s overall sales strategy and objectives
+ In-depth knowledge about products, industry trends and competitors
+ Data analysis techniques for tracking and reporting team performance
+ Sales planning and sales force allocation aligned with objectives
- Skills:
+ Leadership and motivation techniques to inspire and drive the team
+ Communication and negotiation skills to build relationships with team members and customers
+ Problem-solving skills and decision-making abilities to handle unexpected challenges
- Attitude:
+ Confidence and proactive approach in managing and supporting the sales team
+ Accountability and dedication to achieving team goals and sales objectives
+ Adaptability to refine strategies based on market feedback and performance insights

4.1.2. For salesperson

- Knowledge:
+ Comprehensive understanding of Vinamilk’s product offerings, features, and benefits
+ Familiarity with selling techniques, upselling, and cross-selling
+ Basic knowledge about market and customer preferences
- Skills:
+ Ability to assess customer needs and offer tailored recommendations
+ Communication and negotiation skills to close deals and build long-term relationships with
customers
+ Confidence in delivering product knowledge and promotions to enhance customer experience
- Attitude:
+ Customer-centric approach to build trust and encourage repeat purchases
+ Confidence and enthusiasm in representing Vinamilk’s products
+ Adaptability and openness to continuous learning and improvement

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4.1.3. For part-time booth employee training content
- Knowledge:
+ Basic product details, focusing on features, benefits, and unique selling points
+ Vinamilk’s standards for brand representation, including hygiene and professionalism
- Skills:
+ Strong communication skills to engage with customers and answer questions
+ Ability to clearly and persuasively promote products and encourage trials
- Attitude:
+ Positive, welcoming, and approachable demeanor to leave a favorable impression
+ Professional conduct and adherence to brand guidelines
+ Enthusiasm and dedication to representing Vinamilk’s brand accurately and confidently

4.2. Training methods

4.2.1. For sales supervisor
- Knowledge:
+ Offline: Classroom sessions on strategy, product knowledge, and planning
+ Online: E-learning modules and recorded case studies
- Skills:
+ Offline: In-the-field exercises
+ Online: Virtual simulations and online assessments
- Attitude (Offline) Exhibit a positive and cooperative attitude with other employees

4.2.2. For salesperson

- Knowledge:
+ Offline: Classroom training on products and sales techniques
+ Online: E-learning and video content for independent study
- Skills:
+ Offline: Role-play and live practice for customer interactions
+ Online: Interactive modules and skill assessments
- Attitude: Offline: Exhibit a positive and cooperative attitude with other employees

4.2.3. For part-time booth employee

- Knowledge (Offline): Product orientation sessions.
- Skills (Offline): Hands-on practice with customer interactions

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- Attitude (Offline) Exhibit a positive and cooperative attitude during teamwork in real-time events

4.3. Perform sales training

- All new employee training activities are closely monitored:
+ Attendance during each training session is tracked.
+ A set of questions assesses understanding and the ability to apply concepts in practice.
- Vinamilk should implement a 1-week training program:
+ The program aims to strengthen learning and develop high-performance habits.
+ Each session lasts 1.5 hours to keep salespeople engaged.
+ Sessions are held on the same day and time each week to ensure consistency in attendance and
accountability.
- Each salesperson is assigned a dedicated coach:
+ The coach will guide them through the training process.
+ Coaches are available to answer questions and provide personalized support.
+ Salespeople will practice new skills with real customers or prospects under the coach’s guidance.
- Employees can review recorded videos after each session: Videos allow employees to revisit key
concepts and reinforce their learning at their own pace.
- Team members will participate in collaborative discussions:
+ They will share their experiences, discuss what strategies worked well, and identify areas for
improvement.
+ This approach promotes continuous development and better execution in future sales interactions.

4.4. Conduct follow-up and evaluation

4.4.1. Step 1
Conduct evaluation through feedback from apprentices about their feelings after participating in courses
in general and the content and teaching methods of teachers in particular. Vinamilk can create a survey
based on the following criteria:
- Do they like the training program?
- Do they feel this program is effective?
- Do they feel the results are worth the time they spend learning?
- Is the training session suitable for their personal learning style?
- Are the training activities interesting?

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4.4.2. Step 2
Assess the level of apprentice absorption through tests or questions about the principles, knowledge, and
skills learned.

4.4.3. Step 3
Evaluate changes in apprentices' skills and abilities through the following criteria:
- Do they apply what they learn at work?
- Can they pass on their knowledge and skills to others?
- Do they know that they have changed their behavior?
- After about 3 months, have their skills improved?

4.4.4. Step 4
Evaluate training effectiveness based on changes in apprentices' work results through the following
criteria:
- Has sales increased?
- Is the customer satisfaction rate higher?
- Is the quality rating higher?

III. Salesforce evaluation

1. Criteria for performance evaluation
1.1. Behavior-based perspective
- Behavioral criteria: Number of customer complaints
- Professional development criteria:
+ Communication Skill
+ Product knowledge
+ Appearance and Manner
+ Team player

1.2. Outcome-based perspective

- Results criteria:
+ Sales volume in VND
+ Sales volume to previous year’s sales
+ Sales volume by product or product line
+ Sales volume per customer

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 + Amount of new customer sale
- Profitability criteria:
+ Net profit per sale
+ Number of orders secured
+ Average size of order secured

2. Performance evaluation methods

Based on the characteristics of each type of evaluation method, we have decided that it would be optimal
for Vinamilk to combine the “graphic rating/checklist” method and the “objective-setting” method for
their evaluative procedure. The “graphic rating/checklist” method, which is the most commonly used
method for evaluating salespeople's behaviors in many corporations, will be used to evaluate behavior-
based criteria. This method allows managers to assess specific actions, traits, and behaviors of salespeople
in a standardized and consistent way. Meanwhile, the “objective-setting/MBO” method focuses on clear,
measurable goals and aligns individual performance with organizational objectives, making it the best for
evaluating outcome-based criteria. Moreover, this method’s objectivity also helps balance out the only
drawback of the “graphic rating/checklist method”. which sometimes can be discriminatory.

- The “graphic rating/checklist” method will be used to evaluate behavior-based criteria:

Customers complains about service on his or her working hour (number of customer complaints)

Almost 1 2 3 4 5 Almost NA
Never Always

Remains calm and collected when interacting with customers or other staff (communication skills)

Almost 1 2 3 4 5 Almost NA
Never Always

Be able to address customer’s product inquiries (product knowledge)

Almost 1 2 3 4 5 Almost NA
Never Always

Retains positive attitude in front of customers (appearance and manner)

Almost 1 2 3 4 5 Almost NA

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 Never Always

Ensures an effective handover for the next day's shift (team player)

Almost 1 2 3 4 5 Almost NA
Never Always

- The “objective-setting/MBO” method will be used to evaluate outcome-based criteria:

Outcome-based criteria Weight

Results criteria Sales volume in VND 4

Sales volume to previous year’s sales 2

Sales volume by product or product line 3

Sales volume per customer 5

Amount of new customer sale 4

Profitability criteria Net profit per sale 4

Number of orders secured 3

Average size of order secured 2

IV. Motivation and reward systems

1. For salesperson
1.1. Financial compensation
Vinamilk employs a combination plan (salary plus incentives) for sales staff compensation.
1.1.1. Salary
According to Vinamilk’s job descriptions, the total monthly salary for full-time sales staff at “Giấc Mơ
Sữa Việt” (Vietnam Milk Dream) stores ranges from approximately 7,000,000 to 8,000,000 VND. This
total includes a base salary along with a performance-based bonus.

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However, various reports on Vinamilk's benefits indicate that the base salary for sales positions typically
hovers around 5 million VND, with an additional 2-3 million VND attributed to commissions and
allowances.

1.1.2. Commission
Vinamilk’s official commission policy is not publicly disclosed with specific rates. However, the FMCG
sector in Vietnam generally employs the following commission structures:
- Fixed commission: A fixed rate commission, often between 2% to 5% of the order value, is common.
- Tiered commission: This method increases the commission rate as total revenue surpasses certain
thresholds. For example, a 2% commission applies for sales under 200 million VND, but if sales reach
500 million VND, the rate could increase to 5% or even 7%.

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- KPI-based commission: Companies may set sales or other KPI targets, rewarding staff with additional
commission rates, sometimes up to 8%-10% on incremental revenue if the KPIs are met or exceeded.

1.1.3. Performance bonuses (for short-term objectives)

- Extra vacation days: Awarded to employees who achieve the highest monthly KPIs or hit specific
product sales goals within a given period.
- Family vouchers: Exceptional employees receive family vouchers for shopping, dining, or entertainment
to enjoy with their families.
- Team rewards: Recognition for top-performing teams or stores within a month to encourage teamwork
and mutual support in achieving collective goals.

1.2. Non-financial compensation

- Opportunity for promotion: Vinamilk provides a transparent path for career advancement. Sales
employees who know the requirements and achievements needed to move from entry-level positions to
senior roles, including sales supervisors, regional sales managers, and beyond. Promotions are merit-
based, rewarding high-performing employees with greater responsibilities and higher positions within the
company. Talented employees with potential for leadership are identified and given opportunities to
participate in leadership training, preparing them for managerial roles in the future.
- Opportunity for personal growth: Training and developing human resources are one of Vinamilk’s
prioritized strategies for future success. Skills and technical training, as well as coaching, are usually
organized locally and overseas. Vinamilk is one of the leading brands in Vietnam and expanded business
globally, offering chances of learning experiences, and a sales representative at Vinamilk can gain many
benefits
- Vinamilk provides a good employee incentive policy with: Full insurance coverage, paying social
insurance in the first month, and regular health check-ups every year

2. For supervisor
2.1. Financial compensation
For a supervisor in this stage of life, financial stability is a top priority, as they aim to provide for their
family, especially their children.
- 13th-month salary: Offering a year-end bonus as additional income to support their family’s needs
- Coverage, social insurance, regular health check-ups every year for their whole families
- Performance bonuses:

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 + Family vacation packages: Offering free vacations for the sale supervisor’s whole family as a
mean for them to spend quality time together
+ Academic achievement incentives for children: Offering academic certificates and school
supplies for children of sale supervisors
+ Gifts for parents and in-laws: Special gifts or vouchers for parents or in-laws to express
appreciation for their support, reflecting the supervisor’s strong family values.

2.2. Non-financial compensation

- Work-life balance support: Flexible working arrangements or additional leave days to enable them to be
present with family for important events
- Job security: In the often unpredictable field of sales, many in the role of sales supervisor highly value
the assurance of job security lasting through to retirement when they have a family

3. For part-time booth attendants

Financial compensation
- Salary: 200.000VND/shift (4 hours)
- Commission: KPI-based commission; after reaching the KPIs of their working shift, they are rewarded
with 20% of their basic salary.

D. APPENDIX
Specific budget for each period

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Specific budget for marketing program

50
Specific budget for sales promotional program

Specific budget for events

Specific budget for human resources

51
Specific budget for support for distributors

52