SALES MANAGEMENT

A sales plan for beer products of Sabeco

Group 5
Nguyễn Việt Hoàng
Đặng Thị Thuỳ Trang
Trần Ngọc Thuý Vy
Nguyễn Lê Minh Thái
Trần Hoài Nam
Nguyễn Quang Bảo

Supervisor: Dr. Phan Minh Tuan

UEF
LECTURER'S COMMENTS

1
Table of contents

LECTURER'S COMMENTS 1
JOB DISTRIBUTION TABLE 2
COMMITMENT 3
ACKNOWLEDGEMENTS 4
LIST OF TABLES 5
CHAPTER 1: COMPANY INTRODUCTION 6
1.1. History of formation and development 6
1.2. SWOT analysis. 6
1.3. Product lines. 6
CHAPTER 2: BUILDING SALES GOALS 6
2.1. Bases for building goals 6
2.1.1. Sales team 6
2.1.2. Market conditions 7
2.1.3. Competitors 8
2.1.4. Business results in recent quarters: 9
2.2 Sales target (from April 2022): 11
CHAPTER 3: IMPLEMENTATION OF SALES ACTIVITIES 16
3.1. Build a sales force. 16
3.1.1. Selective 16
3.1.2 Training 17
3.1.3. Employees welfare . 17
3.2. Goods distribution system 18
3.2.1. Domestic distribution system. 18
3.2.2. Overseas distribution system. 19
3.3. Support marketing activities. 19
3.3.1. Communication plan: 19
3.3.2. Promotion plans: 21
CHAPTER 4: INSPECTION AND SUPERVISION OF SALES ACTIVITIES: 23
4.1. For distributors: 23
4.2. For sales staff: 23
CHAPTER 5: BUDGET 25
CONCLUSION 26
REFERENCES 27

1
JOB DISTRIBUTION TABLE

No. First name Work Progress (%) Deadline

1. Make outline
2. Support division of
work
3. Sections related to
1. Done
citation of scientific
2. 50%
literature
1 Hoang 3. 50%
4. Synthesize, edit and
4. 70%
comment on reports
5. Done
5. 2.2.1
6. Conclusion

1. 2.2
2 Trang

1. 1.1
3 Bao 2. 1.2
3. 1.3 31/3/2022

1. 2.1 1: Done
4 Vy 2. 3.1 2: Done
3. 3.3 3: Done

1. 4.1 and 4.2 1: Done

5 Nam
2. 5 2: Done

6 Thai 1. 3.2 and 3.3 Done

2
COMMITMENT

3
ACKNOWLEDGEMENTS

4
LIST OF TABLES

5
CHAPTER 1: COMPANY INTRODUCTION

1.1. History and development

Saigon Beer - Alcohol - Beverage Joint Stock Corporation, trading name SABECO
(Saigon Beer-Alcohol-Beverage Joint Stock Corporation), is a joint stock enterprise in
Vietnam. Although it is a joint stock company, the State still holds nearly 90% of the charter
capital of this enterprise and the Ministry of Industry and Trade acts as the representative
of the State capital in Sabeco. The Corporation is the owner of the beer brands Saigon and
beer 333. In December 2017, the subsidiary of Thai billionaire Charoen Sirivadhanabhakdi,
Vietnam Beverage Co., Ltd., bought a full 53.59% of the state-owned shares offered for sale
in Sabeco with The value of money is 4.8 billion USD. Sabeco has the following beer
products: 1. Saigon Lager (White Saigon) 2. Saigon Special (Green Saigon, Dwarf Saigon) 3.
Saigon Export (Red Saigon) 4. Saigon Chill 5. Saigon Gold (Saigon) Yellow) 6. Beer 333 7.
Lac Viet Beer (145th Anniversary of Sabeco Corporation)
The predecessor of the company was a small brewery founded by Mr. Victor Larue, a
Frenchman in Indochina, in Saigon in 1875. Thirty-five years later, in 1910, the workshop
developed into a complete factory, production of beer, soft drinks and ice. In September
1927, the factory was officially merged into the French company BGI system, and 50 years
later (in 1977), was managed by the Southern Beer Company. Since then, the factory was
renamed Saigon Brewery, transitioning to a new period - the period when it was a state-
owned unit operating under the centralized planning mechanism of the socialist economy.
1975: Is a French brewery built in 1875.

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1977 – 1988: Saigon Beer Factory became an independent accounting unit under the NGK
II Liquor Union Enterprise.
1988 – 1993: Sales system with 20 branches across the country. Products of Saigon Beer
Company have been present in Japan, Australia, USA, EU, Singapore, Hong Kong. Saigon
Brewery develops into Saigon Beer Company with many new members.
1994 – 1998: The sales system reaches 31 branches across the country. Saigon Beer
Company established a new member of Transport Enterprise. accepting new members of
Binh Tay Liquor Company. Establishment of associate companies to produce Saigon Beer
1998-2002: Saigon Beer Company is the first beer production company in Vietnam to reach
and exceed the output milestone of 200 million liters per year. Establishment of beer
production associates Soc Trang Beer Company, Henninger Brewery, Huong Sen Brewery,
Can Tho Beer Joint Venture Company, Ha Tinh Brewery
2002 – Today:
+2003 to 2006: Established Saigon Beer - Liquor - NGK Corporation. Completing the
nationwide distribution system with 8 regional SABECO Trading Joint Stock Company
+2007 to 2008: Saigon Beer - Alcohol - NGK Corporation SABECO has continuously grown
and grown with the main focus of production and sales of Saigon Beer products and new
investments in many other fields and products. Saigon Beer - Alcohol - NGK Corporation
transformed into Saigon Beer - Alcohol - NGK Joint Stock Company and officially put into
operation Saigon Cu Chi Brewery, which is the largest brewery in Southeast Asia.
+From 2018 until now, Saigon Beer - Alcohol - NGK Corporation is one of the two main
sponsors of Leicester City F.C. The team is playing in the English Premier League, the
highest division of England.

1.2. SWOT analysis.

Strengths:
● High quality reputable brand
● Diverse models, leading products
on the market
● The market is growing rapidly, in
addition, it is exporting to 18
countries and territories, and is
increasingly expanding overseas
markets.
Weaknesses:
● The marketing strategies are not
really effective
● The brewery system is not
uniform in size. and technology;
quality
● The distribution system is not
strong in the Northern region,
only focusing on central and

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 ● Owning a lot of valuable real
estate, combining the restaurant
- hotel business opens a new
distribution direction for high-end
products in the future.
Opportunities:
● Nowadays people spend a lot of
money on food and spend more
money on beer
● Beer is considered a safer drink
than wine (Because wine has a
higher alcohol content than beer)
● Saigon beer is a popular beer,
very popular in the central and
southern regions
southern regions
● Due to strong competitors
Threats:
● Competition from joint ventures,
strong foreign companies
● The price of raw materials
increased, unable to take the
initiative in the source of raw
materials for production
● The excise tax is still high

1.3. Product lines.

“Saigon Special Beer. Made from 100% spring barley”...Only the most vigorous, vegetative
barley that endures the harsh winters and blooms in the spring delivers the ultimate beer taste.

“Saigon Export Beer. Original recipe"... Born in 1875, enduring the same city with a
passionate taste, always standing firmly in the hearts of Vietnamese beer lovers.
“Saigon Lager Beer. Gold Medal at IBA International Beer Awards 2019”... The crystallization
of the long-standing art of brewing with the supervision of master brewers, is proud to be in the
ranks of the beers that won the IBA Gold Medal in 2019.

“3 elites - Legendary taste”... Being the first brand of canned beer produced in the Vietnamese
market since 1985. Beer 333 is the result of combining the best of three countries: with Hallertau
hops from Bavaria, Germany, the recipe hundred years of inheritance from France and brewed by
the talent and spirit of Vietnamese brewers. It is these factors that have brought about the
passionate beer flavor and characteristic full flavor of Beer 333. Experience Beer 333 is a legendary
beer experience that has been continuously inherited and preserved for more than 140 years. .

“Lac Viet Beer – Lac Viet Recipe” The Pure Viet recipe hidden deep in the library of BiaSaigon
Nguyen Chi Thanh is a treasure trove of knowledge and research on beer from generations of
Vietnamese brewers throughout its 145-year history. To celebrate this special milestone, the
brewmasters at SABECO decided to create a quintessential recipe to properly represent the brand's
heritage. This discovery gave a satisfactory result. An intoxicating beer taste, still rich but smooth
and refreshing, makes the moments enjoyed with friends become longer.

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CHAPTER 2: BUILDING SALES GOALS

2.1. Bases for building goals

2.1.1. Sales team

In its development strategy to become the leading beverage industry group in
Vietnam, SABECO not only promotes the implementation of the 4.0 digital program to make
businesses operate more efficiently but continues to focus on developing the workforce.
competitive human resources not only in the country but also around the world.
Always put the human factor as the most important goal in SABECO's sustainable
development orientation in which human resources are considered as the main pillar,
playing an important role in the existence and rise of the business. The staff of SABECO
who have been trained in the past have matured when they have accumulated enough
knowledge to meet the high requirements of the job. SABECO is very proud of this staff as
they always stick together, unite and find a common voice at work.
In the past, SABECO standardized the salary and bonus regime, rearranging the right
personnel for the right jobs. In order to motivate employees, SABECO has researched a
salary and bonus regime suitable for the FMCG industry and based on work performance to
encourage employees to improve productivity and at the same time, employees see this as
an in the best, most attractive working environments. In addition, SABECO constantly
promotes internal working culture such as implementing open policies to enhance
transparent communication with employees. Human psychology always wants to
contribute, contribute the most and be recognized for those contributions to the common
work. Especially when they see as a part of the company and are themselves properly
encouraging and recognized, employees will not only work at their 100% capacity, but they
will also give their best, bring out their full potential, and work until the end. 150-200%!
SABECO has been doing a good job of motivating and recognizing employees'
achievements, motivating them to give their best.

2.1.2. Market conditions

With a relatively young population, the Vietnamese market is considered to be very

potential, through which it can receive more global brewers.
However, new entrants must be wary of the two "giant" Heineken and Sabeco - the
brand duo that is storming the Vietnamese beer market. In 2019, Sabeco CEO Bennett Neo
once shared that the scale and influence of Sabeco and Heineken are too large for the
remaining competitors to compete effectively.

9
 the

Under the influence of the Covid-19 pandemic, Sabeco's "boat" still persevered
through the waves to reach the big sea, marked with international awards, affirming the
pride of the Vietnamese brand.
In the context that the market is still facing many difficulties, Sabeco leaders believe
that the competition will be more fierce among manufacturers to win market share. For
example, despite the difficult business situation in 2020, Heineken Vietnam still launched
Beer Viet. Two months later, Sabeco launched Lac Viet Beer in the same segment. After that,
the youth beer lines of Heineken and Saigon Chill of Sabeco appeared on the market.

2.1.3. Competitors
Competitors within the industry:
1. VBL Company:
Vietnam Brewery Company Limited, formerly known as Vietnam Brewery Joint Venture
Company, the producer of Tiger, Heineken and Bivina beers in Vietnam, is a joint venture
company established on 9/02. December 1991, between Saigon Trading Corporation
(SATRA) and Asia Pacific Breweries Ltd. (APBL), headquarters located in Singapore.

10
Right from the first days of operation, NMBVN has built a reputation with customers as a
company with high quality, stable products and good service style. The main products of
the company: Larger beer, Biere Larue beer, Heineken, Tiger,,….
2. HN Beer Alcohol Beverage Corporation (HABECO):
Established on May 16, 2003 on the basis of rearrangement of Hanoi Beer Company and its
member units.
The main products of the company: HaNoi Beer, Bia Hoi, Lager Beer, Truc Bach Classic
Beer.
3. Hue Beer Company
Hue Brewery was established on October 20, 1990 in the form of a joint venture enterprise.
The main products of the company: Hue Beer, Festival Beer, Carlsberg Beer, Huda.
4. Some other companies: JOINT STOCK COMPANY SEA BEER SEA, VIET HA BEER
COMPANY

Potential rivals:
The current Vietnamese beer market is quite attractive, attracting many large domestic and
foreign enterprises and companies to participate. In addition to the current competitors
mentioned above, SABECO also has many other potential competitors. Many companies in
Korea, Japan…. want to penetrate the Vietnamese market. Compared to companies in
Vietnam, they have advantages in capital, technology and unique traditions. Therefore,
their market penetration will greatly affect the market share of Vietnamese beer
companies, including SABECO. In addition, with its reputation and profits, SABECO also has
to face counterfeit brands, affecting consumption volume and brand reputation.

11
2.1.4. Business results in recent quarters:

SABECO's business results in recent quaters

Table: Financial ratios of SABECO

12
Table: balance sheet of SABECO

Table : business results of SABECO

Accordingly, in the third quarter of 2021, Sabeco recorded revenue of VND 4,282.3
billion, profit after tax of VND 471.9 billion, equaling 53.2% and 32.1% respectively over
the same period last year. prior to. In which, gross profit margin improved from 69.3% to
73.3% over the same period. Sabeco said that the beer industry is being heavily affected by

13
two unprecedented problems, the COVID-19 epidemic and the strict regulations of the
Government:
- COVID-19 has had a severe impact on the tourism industry with travel restrictions,
disruptions to supply chains and business activities, and delays in socio-economic
activities including the following measures: Prevent the spread such as closing pubs,
karaoke and nightclubs in many provinces.
- The beer market continues to face difficulties because Decrees 100 and 24 set strict
regulations on beer marketing and advertising, as well as applying penalties for
driving. traffic and drinking alcohol.
The corporation said that the beer industry will continue to face the risk of falling
beer consumption if the epidemic is not completely controlled this year along with the
increase in raw material prices.

2.2 Sales target (from April 2022):

To be effective in building sales goals, we have chosen to build sales goals according to the
SMART model:

Goal setting according to the SMART method is explained as follows:

- Specific (S – Specific): A clear explanation of the goal and implementation steps
- Measurable (M – Measurable): Ensure there are established indicators that can
measure goal achievement
- Feasible (A – Actionable): The goal must be realistic, but it should not be too easy
to achieve to motivate completion.
- Relevant (R – Relevant): Make sure it aligns with the overall goals and strategy of
your business, as well as your team.
- Time to goal (T – Time-Bound): Set a clear and precise time period for the goal.

14
 (target SMART)
In 2021, SABECO has implemented many comprehensive solutions to optimize
business management and continue to promote sales activities, thereby contributing to
minimizing serious impacts from the 3rd and 2nd wave. 9 of the Covid-19 pandemic.
Therefore, we set a sales target for SABECO in 2022 based on the practical results that
SABECO has achieved in 2021 and the situation that the company is recovering business
after the impact of the covid-19 pandemic. The goals we have set for SABECO in 2022 are as
follows:
- Specific (S - Specific): achieve revenue of 30,000 billion by 2022 by expanding
business, especially the Northern market.
- Measurable: in the second quarter, 7,320 billion, 8074 billion in the third quarter,
8684 billion in the fourth quarter
- Feasible (A - Actionable): now that the situation of the covid-19 epidemic has been
improved, the restriction on opening pubs and bars has been reduced -> the demand for
alcohol will increase -> revenue will increase. With a relatively young population, the
Vietnamese market is considered to be very potential and SABECO is a well-positioned
brand in Vietnam's consumer market.
- Relevant (R - Relevant): With a vision to 2025: "Developing SABECO into a leading
beverage industry group in Vietnam, with a regional and international position", the goal is
to increase revenue Our approach is in line with the overall goals and strategy of the
business.
- Time to achieve the goal (T - Time-Bound): the specific time to achieve the goal is
9 months (from April 2022 -> December 2022)

Because we belong to the FMCG industry, we made a monthly sales plan.

We have found that having too many metrics to measure and test sales performance
makes it difficult (Tanner et al., 2009). Furthermore, practitioners generally agree that
having more than 7 indicators makes things more difficult to manage (Tanner et al., 2009).
Therefore, we choose 5 indicators as the target and at the same time to evaluate the sales
performance. These metrics are shown in the table below:

Month 4 5 6 7 8 9 ten 11 twelfth

Product lines Saigon 333, Sai Gon Lager, Saigon Export, Saigon Special

Input Number 30 35 33 34 34 35 35 36 37
target of new
- B2B custome
r
meeting
s

Number 24 28 26 27 27 28 28 28 29

15
 of sales
present
ation

Outpu Sales 103 119 120 125 126 1273 13033 143367
t volume 333 400 667 400 332 32 2
target
- proceed 155 178 179 181 188 189 1910 1955 2150.5
B2B/B s 0 3 1 0 1 5 billio billion billion
2C billio billio billio billio billio billio n won
n n n n n n won
won won won won won won

Product lines Saigon Gold, Lac Viet Beer, Saigon Chill

Input Number 44 forty 45 forty 47 47 47 48 48

target of new six six
- B2B custome
r
meeting
s

Number 35 37 36 37 38 38 38 38 38
of sales
present
ation

Outpu Quantit 433 489 526 540 556 562 5666 57732 63506
t y sold 32 32 32 00 67 000 7
target
- proceed 650 747. 798. 810 835 843 850 866 952.6
B2B/B s billio 5 5 billio billio billio billio billion billion
2C n billio billio n n n n won won
won n n won won won won
won won

We set a target with the number of sales presentations must reach 80% of the
number of new customer meetings because new customers will bring potential for market
expansion, especially the North market (where Saigon beer is not yet popular).
Expected revenue target to reach 30,000 billion in 2022 with revenue in the second
quarter reaching 7,320 billion, the third quarter 8074 billion, the fourth quarter 8684
billion.

16
 With the product lines Saigon 333, Sai Gon Lager, Saigon Export, Saigon Special being
the most popular product lines in Vietnam, we aim to expand the market further to reach
70% of the company's revenue. from these product lines.
With the remaining product lines such as Saigon Gold, Beer Lac Viet, Saigon Chill
because it is a new product that is not yet popular in the market and consumers, we have
increased the number of customer meetings by 20% for the purpose of promotion.
products, market expansion. At the same time, set a revenue target of 30% of total revenue.
In May, SEAGAMES took place, in which, Saigon Beer was the diamond sponsor for the
biggest Southeast Asian sports event of the year. This is an opportunity to stimulate
demand for beer products, so the sales target is expected to increase by 15% compared to
the previous month (details in the table).

Following-up customer:
After having a monthly sales plan, the regional sales units will follow that to allocate
sales targets to the units under their command and finally to each employee. This process
needs to be done quickly within 1 week so that all activities of the company in the following
year go smoothly.
One of the key elements of executing a sales plan is following up with the customer.
They refer to follow-up actions after obtaining the first information and leads to encourage
the prospect to take action. Sales tracking can be conducted in a number of ways - the most
common methods are phone and email. Information about potential customers usually
comes from the Marketing department. However, up to 70% of leads are missed by sales
reps (Sabnis et al., 2013). Therefore, we propose an internal investigation to find out this
situation at Sabeco in order to gain information and take steps to adjust customer follow-
up and take the next steps accordingly . The core is to avoid wasting resources that have
been used to find customers and information as well as bring higher profits to the
company.
According to Brevet, 80% of sales require an average of five follow-ups in order to
close the deal but up to 44% of sales reps follow up with a prospect only once before giving
up. Even worse, right after four follow-ups, 94% of salespeople have given up. Therefore,
we strongly recommend following up with leads at least 5 times. Sales managers need to
monitor that and have appropriate reminders for reps to comply.

Follow-up activities are not only used to find new B2B partners, but also help
increase the cohesion and satisfaction of old contracts and existing partners. These
activities include:
- Try different methods to reach customers, but not too much
- Spacing your follow-ups properly
- Always have a follow-up plan to add new values in the next times based on the
information obtained from the previous time.

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- Choose attractive email subject lines, avoid titles like: “Just checking in” or “follow
up”

- Short and concise, avoid wasting both parties' time.

- Discuss issues preventing new or ongoing contracts from signing with existing
partners
- Seek the alignment and support of stakeholders to solve the problem as quickly as
possible
- Contact to better understand customer needs before trying to sell.

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CHAPTER 3: IMPLEMENTATION OF SALES
ACTIVITIES

3.1. Build a sales force.

3.1.1. Selective
During the long period of formation and development, the Company has always focused on
the development of quality human resources and the successor leadership team. The
Company always develops policies towards potential, suitable and long-term candidates
with the Company. In addition to developing policies to attract talents, policies to retain the
core workforce are also concerned and built by the Company. Thereby demonstrating
competitiveness in the labor market and important development targets of the Company

HR chart 2016-2020

The average employee of the Company in 2020 is 506 people . Regulations on salary, bonus
and labor productivity for employees have been approved by the Board of Directors,
salaries and bonuses for employees are implemented in accordance with the Regulations.

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3.1.2 Training
Regarding training policy The quality of human resources plays an important role in
the Company's business activities. Right from the beginning of the year, based on the actual
requirements of the job, the Company has developed a specific training plan for areas
including sales management, tax policy, how to implement legal documents, etc. decided.
After participating in the training courses, employees have maximized their capacity, boldly
proposed to apply the knowledge accumulated in business management at the Company,
bringing practical effects, contributing to the development of the Company. sustainable
development of the Company. In 2020, the Company organized training courses for
employees such as the Training program "'Effective sales skills and solutions'' by Sabeco
with training contents such as:
- 10 effective sales solutions.
- Sales Process and Selling Skills.
- Negotiation skills and sales closing.
- Skills in solving market problems.
- Planning skills and sales targets.
- Effective POSM display and use skills.
Every year the Company organizes training courses on occupational safety and
health, food safety, pressure equipment safety, chemical safety, electrical safety... as well as
first aid drills, fire prevention and fighting, emergency response... in order to strengthen
and foster knowledge on labor safety and production safety for all officers and employees
of the Company.
According to 2020 statistics, the training time for the items of occupational safety and
hygiene, food safety and hygiene, fire prevention and fighting,... is 24 hours/person for
employees in the group on duty. production and about 16 hours/person/year for
management and indirect labor groups.

3.1.3. Employees welfare .

Salary and bonus regime: In 2020, although production and business activities are not
favorable, the Company still maintains the income level for employees and rewards 01
month's salary for employees.
Welfare policy:
All employees working at the Company are entitled to sign a labor contract and fully
pay the social insurance, health insurance and unemployment insurance regimes. Every
year, all employees are given periodic health checks, trained in food safety and hygiene
courses, occupational safety and fire prevention, and trained in new professional
knowledge and management knowledge. Executives (for middle managers), are fully
equipped with labor protection at the workplace.

20
 Other welfare regime for employees working at the Company such as: support for
petrol, car, phone, mid-shift meal allowance, health promotion in kind, overtime regime;
bonus system on holidays, reward for initiatives, birthday party for officials
Staff; giving gifts to female workers on March 8, 20/10; giving Mid-Autumn Festival
gifts to employees; give gifts to staff's children.
Staff on Mid-Autumn Festival, International Children's Day; The regimes of filial piety,
funerals, visiting sick people, supporting families in need, etc. are always taken care of by
the Company in full and timely manner and are issued by the Company's regulations.

3.2. Goods distribution system

3.2.1. Domestic distribution system.

Before 1975, Sabeco was just a small brewery built by France. After 1975, Saigon
Beer-Alcohol-Beverage Joint Stock Company (Sabeco) developed continuously. In the years
1994 - 1998, the sales system reached 31 branches across the country. The domestic
distribution system did not stop developing, proving that in the period 1999 to 2002, the
company established 3 general warehouses in Nha Trang, Can Tho, and Da Nang. By 2006,
it had completed the quality distribution system with 8 trading joint stock companies.
SABECO region. As of 2020, the number of regional trading joint stock companies will be
expanded to 10 companies.

In addition, the Company not only focuses on developing traditional distribution

channels, but also expands the system by combining supermarkets, pubs, restaurants,
hotels... (first idea)

Deeper, clearer view of the market to come up with effective distribution strategies.

Thus, as of 2020, Saigon Beer-Alcohol-Beverage Joint Stock Corporation has more

than 600,000 selling points spread over 63 provinces and cities quality , in addition, the
company also has 26 manufacturing plants across the country. country. With a fairly
strong, fast distribution system and a factory distributed throughout the country, the
company's distribution system is considered one of the strong distribution systems in the
beverage industry.

In addition, the company focuses on optimizing the shipping system and improving
consumers shipping services so that products can reach faster. As evidence of that, the
company also applies warehouse management systems and shipping management systems
that are estimated to reduce costs by about 5% to manage warehouses and shipping costs
for the company, contributing to increased revenue for the company. Currently, the
company has about 60 warehouses Expected by the beginning of 2023, the company will
have 65 warehouses.

21
3.2.2. Overseas distribution system.

With a strategic vision, Saigon Beer-Alcohol-Beverage Joint Stock Company realizes

the export potential of its products, so the company not only stops at domestic production
and distribution but has started to manufacture products for export to other countries.
After having to overcome many difficulties, Saigon Beer-Alcohol-Beverage Joint Stock
Company has achieved the result of exporting to 38 countries. Countries where Sabeco's
products are typically present are:

- Europe: France, Netherlands, UK, Sweden, Switzerland, Russia, Denmark, Spain,

Czech Republic, Austria, Italy, Germany, Romania.
- Asia: Laos, China, Taiwan, Japan, Hong Kong, Korea, Thailand, Singapore, Bahrain,
Israel.
- Americas: United States, Canada, Panama.
- Oceania: Australia, New Zealand, Kiribati.
- Africa: Equatorial Guinea, Gabon, Cameroon, Ghana, Republic of the Congo, Benin,
Liberia and Sierra Leone.

With a strategic vision, the company has not only stopped at the production and
distribution in the country but has started to produce products for export purposes to
other countries.

The direction of the company's development in the future is the goal is to increase
two more markets by 2025, namely Mexico and the Philippines. Bringing the total number
of overseas markets to 40 countries.

Consolidate and develop markets in existing countries. Creating quality products

"Made in Vietnam" known to the world. Focus on developing distribution systems in
existing countries. In addition, the goal is to increase two more markets by 2025,
specifically Mexico and the Philippines. Bringing the total number of overseas markets to
40 countries.

3.3. Support marketing activities.

3.3.1. Communication plan:

Target:

- Increase brand awareness among potential customers.

- Find external customer sources and build trust with the product.
- Promote product consumption.
- Building a strategy to identify the brand and products of the business to customers
to make an impression on customers, so that when they have a need for attention,
they will immediately remember your brand.

22
KPIs:

- By the end of the fourth quarter of 2022, the company's market share will increase
by 1%
- Increase 100,000 followers on Bia Saigon fanpage.
- Increase 50,000 followers on Youtube.
- Sales increase 22% in 2022.

Digital Marketing

Paid media -Run ads on Facebook,

-Skippable or non-skippable ads on Youtube
-Run ads on Google Ads

TVC -Launch TVC "BREAKING BEER - WITH NEW LOOK" with the
appearance of Da LAB group for the purpose of launching a new
product on April 2, 2022. TVC is broadcast on Facebook,
Youtube,...

PR

Newspaper pages Contact major newspapers and online newspapers to publish

articles to Sabeco, such as "Sabeco launch a new look for Saigon",
"SABECO donates more than 5.2 billion VND to support workers
by the epidemic COVID-19” was published in the news, Dantri …
(Contact major newspapers and online newspapers to publish
articles about Sabeco to enhance the company's image.)

KOL Contact famous KOLs on Facebook, Youtube, Tik Tok, etc. to shoot
PR videos, advertise products, provide customers with product
information

Mass media Invest in gameshow programs, invest in running ads on TV

platforms channels such as VTV1, VTV3, HTV7,...

23
 + Being a diamond sponsor for the game show “THE NEXT
GENTLEMAN”
+ Sponsoring charity programs

3.3.2. Promotion plans:

Promotion "LET'S HAVE A CHILL YEAR" Promotion of chance nature in the form of
finding scratch cards in the box of winning products.

Promotion "THIS SUMMER TET - SPRING VAN LOI" Promotion of chance nature in
the form of finding scratch cards in the box of winning products.

Promotion "TURN ON 333, GET 3 LEVELS" promotion in the form of luck, turn on the
lid to receive gifts combined with lucky dial.

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CHAPTER 4: INSPECTION AND SUPERVISION OF
SALES ACTIVITIES:

4.1. For distributors:

Sabeco has many stretching facilities from North to South, after completion, products
will be distributed directly to distributors including retail supermarkets such as Co.op
Mart, Big C, .. and other stores. retail stores such as groceries, retailers, and then
consumers. Therefore, customers can easily buy products from anywhere.

In order to manage such a wide distribution system, Sabeco must have appropriate
monitoring activities. First, the company has a manager for each area. The company has
continuously checked, evaluated, and reviewed the situation based on the sales volume of
distributors each quarter. For distributors who are not effective, the company will take
measures to promote promotion and evaluate business activities.

Like other companies in the market, the company also has a management software
system to easily track sales activities of the distribution system . Saigon Beer Trading One
Member Limited Liability Company and Viettel Military Telecommunications Group
officially launched the implementation of DMS.ONE online sales management solution.
From the results obtained, Sabeco can evaluate effective distributors, sell many products
on a quarterly basis, so that the company has a preferen tial discount rate, and encourage
effective distributors such as increasing commission levels, adding more promotions,
support counters to advertise and sell if needed, etc.

4.2. For sales staff:

SABECO's managers will monitor the working activities of the company's sales staff
by combining and opening meetings to understand sales methods, KPIs, sales, and
products. selling well and rewarding and motivating employees with good achievements.
Through that, the company can grasp the difficulties of employees to jointly come up with
solutions and grasp the needs of customers. In addition, the company also applies DMS.ONE
software to easily get instant reports of sales, location, and route of the sales staff through
mobile devices connected to the network (wifi, 3G) and an integrated digital map.

SABECO's sales staff use the company's DMS.ONE software to place orders, enter data
so that superiors can easily manage sales and resources of the business more easily and
effectively,… In addition, it also helps to manage sales staff in real-time : employee
coordinates, care journey, time to take care of, store information, display pictures.

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 Sabeco supervises sales staff through signing direct labor with sales staff working at
the company contracts and signing contracts with employees working at agents or
distributors. seasonal work.

Knowing that employees' psychology also needs attention and encouragement, both
materially and spiritually, Sabeco has always programs to commend and reward sales staff
with good achievements Every year, the company also organizes sightseeing tours and
tours for employees. In addition, the company also supports and helps employees with
difficult circumstances such as a special plan to bring 1000 workers with typical
achievements "home for Tet", supporting more than 4.2 billion VND for workers affected by
COVID-19,…

Metrics Goal Actual (at % of Goal Weight % of goal x

the end of Weight
month)

Name of a sales rep

Number of ten 9 90 first 90

telephone
calls

Number of 4 4 100 2 200

presentations

Sales Volume 100 85 85 2 170

(box)

Revenue (.M 28 23.8 85 first 85

VND)

Profits 15 15 100 3 300

Total score 845

Table x: A demo worksheet of Assigning weights to salespeople's goals.

Minimal sale goal: 70% = 630 points

Some goals are more important than others, that is the reason why Weights in this
worksheet are different based on the type of Metric. In this example, this rep got 845

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points. This point will be compared to other reps to give orders and evaluate sales
performance.

CHAPTER 5: BUDGET

After aggregating costs such as personnel costs, communication costs, promotion

costs, etc. The total cost for the second quarter of 2022 is 221,747,300,000 VND with
estimated revenue in 2021 reaching 33,491,000,000,000 billion, this cost is reasonable.

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CONCLUSION
Although facing some issues due to government’s policy and the COVID 19 pandemic.
We, Sabeco, believe that the market will get better and our sales goal can be achieved.
We have done careful analysis based on recent information about sales team, market
conditions, competitors, and business results in recent quarters. Our sales goal from April
to the end of this month is achievable, specific,measurable, realistic and time-bound.
Almost everything was considered carefully to set these goals. The metrics is also
reasonable for eveluating every sales reps and assure that the best sale reps can be
rewarded worthly.
On top of that, we will implement some sales activities to improve our performance
such as bulding a sales force, improve our goods distribution system and some support
marketing activities.
Finally, we have some suggetions to make this plan better:
1. Conduct an investigation about the ratio of approaching leads made by sale reps. If
the number is higher than 15%, some Instituting Corrective Actions must be taken
to fix the situation.
2. Develop a better tracking system to track sale reps and motivating them through a
better employee welfare. This endevor must be made with the co-operation of HR
team and some oursourced HR specilists to ensure the effectiveness of new policy.

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REFERENCES
Sabnis, G., Chatterjee, SC, Grewal, R., & Lilien, GL (2013). The Sales Lead Black Hole:
On Sales Reps' Follow-Up of Marketing Leads. Journal of Marketing, 77(1), 52–67.
https://doi.org/10.1509/jm.10.0047
Tanner, JF, Erffmeyer, RC, & Honeycutt, ED. (2009). Sales management: Shaping
future sales leaders. Harlow: Pearson.
To identify the 7 most popular marketing communication objectives. Retrieved from:
https://unica.vn/blog/7-muc-tieu-truyen-thong-marketing
Distrinbution. Retrieved from: https://www.sabeco.com.vn/Default.aspx?
zoneid=109
The Ministry of Industry and Trade is about to receive VND 350 billion in dividends
from Sabeco. Báo đời sống và pháp luật. Retrieved from:
https://www.doisongphapluat.com/bo-cong-thuong-sap-nhan-350-ty-dong-co-tuc-tu-
sabeco-a528537.html
Thu hẹp thị phầ n. Báo Infonet. Retried from: https://infonet.vietnamnet.vn/thi-
truong/ong-lon-sabeco-bi-thu-hep-thi-phan-283531.html
Sabeco. (2020). Annual report. Retrieved from:
https://www.sabeco.com.vn/Data/Sites/1/media/co dong/bao cao thuong nien/20-04-
2021/2020AR - VN.pdf

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