ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 5 HND Diploma in Business

Unit number and title Unit 49: Sales Management (5131)

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Student Name Nguyen Thi Thao Vy Student ID GBH210007

Class GBH1113 Assessor name Do Manh Thai

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 Table of Contents
I. Introduction........................................................................................................................................................................................................... 4
1.1 Introduction of the company............................................................................................................................................................................... 4
1.2 The sales performance of the company............................................................................................................................................................... 5
II. Discussion and critical evaluation of the key aspects of sales management...........................................................................................................6
2.1 The key aspects of sales management................................................................................................................................................................. 7
a. Planning................................................................................................................................................................................................................. 7
b. Selling.................................................................................................................................................................................................................... 9
c. Reporting............................................................................................................................................................................................................. 10
III. Discussion on different modes of selling in sales management..........................................................................................................................11
3.1 B2B….....................................................................................................................................................................................................................11
3.2 B2C........................................................................................................................................................................................................................12
3.3 How principles of sales management will be different in response to consumer and business buying behavior................................................14
IV. Company’s choice of sales structure.....................................................................................................................................................................15
V. A sales proposal for a new product, demonstrating the required skills and attributes of successful selling techniques to building and
managing consumer/customer relationships.......................................................................................................................................................... 21
5.1 Introduction about new product....................................................................................................................................................................... 21
5.2 Planned implementation................................................................................................................................................................................... 21
5.3 Plainning sale..................................................................................................................................................................................................... 22
5.4 Employee training............................................................................................................................................................................................. 25
VI. Conclusion............................................................................................................................................................................................................26
REFERENCE LIST....................................................................................................................................................................................................27
I. Introduction

According to Minh Phu's firm management policy, the Sales department must hold an Annual Sales Meeting every year, with the presence of
the BOD and all members of the Sales and Marketing departments. The major goals of this conference are to update key stakeholders on the
performance of last year's sales and to offer a strategy for developing consumers and customers for the forthcoming seasons. In addition to
coordinating activities within the sales department and devising a cohesive sales plan that increases corporate revenue, sales management
comprises employing, developing, and motivating sales representatives. Controlling the sales process is one of the most crucial responsibilities
because sales are the lifeblood of any firm. In recent years, the process has evolved dramatically, with most transactions now taking place over
the phone or online rather than in person. As a result, sales management systems have advanced technologically.

1.1 Introduction of the company

The precursor to the Minh Phu Seafood Group Joint Stock Company was a private firm. Minh Phu Export Supply Enterprise was created on
December 14, 1992. On May 31, 2006, the company changed its name to Minh Phu Seafood Group Joint Stock Company and became a joint
stock corporation. In 2007, the company listed its shares on the stock exchange under the name MPC. After 27 years of continuous
development, Minh Phu Seafood Group Joint Stock Company is now a seafood corporation with the greatest seafood export turnover in the
country, as well as prestige in the region and around the world. Minh Phu has expanded its reach to significant international markets such as
the United States, Canada, the European Union, and Australia, in addition to building a network of consumers across the country. In addition,
the company is the first in the country to be recognized for shrimp cultivation and processing for export under Global Gap standards (good
agricultural production practices in accordance with international standards). Because of this advantage, the company has been able to focus
on investing in technology, expanding operations, enhancing product quality, increasing market share, and strengthening its brand both
domestically and internationally (MCP, 2022).
1.2 The sales performance of the company

Figure 1: Total sales of Minh Phu seafood from 2011 to 2022 (Thuong, 2023)
Minh Phu Group's total revenue for the year 2022 was VND 16,425 billion, a 21% increase over the previous year's results and roughly equal to
the peak in the years 2018 to 2019. Despite achieving better economic results than the previous year (2021), Minh Phu Seafood Joint Stock
Company (MPC) fell short of the goals established by the General Meeting of Shareholders. MPC set lofty goals for 2022, aiming for VND
21,018 billion in sales, a 55% increase, and VND 1,287 billion in profit after tax, nearly tripling the previous year's total. However, real statistics
show that MPC only reached 87% of its revenue objective and 65% of its yearly profit plan (MPC, 2022).

The seafood business is expected to contribute roughly 3% of Vietnam's overall export value by 2022. This suggests that seafood plays a
considerable part in the country's export sector, but it is not the largest contributor. The fisheries sector, on the other hand, has a larger
impact on the domestic economy, accounting for roughly 12% of total export turnover. This shows that the fishing industry accounts for a
larger proportion of Vietnam's total exports (Tùng, 2022). On a global basis, Vietnam stands itself as a key player in the seafood export
business. It is the world's third-largest exporter, accounting for more than 7% of global market share. In terms of seafood export volume,
Vietnam trails only China and Norway. This position in the international fish market indicates Vietnam's competitiveness and ability to meet
global demand for seafood goods.

According to the Vietnam Association of Seafood Exporters and Producers (VASEP), shrimp exports were the most significant contributor,
accounting for more than 4.3 billion USD in export value. This represented an amazing 30% rise over the same period in 2021. The significant
increase in export value of the shrimp business demonstrates its relevance and competitiveness in the worldwide market. Vietnam's ability to
meet rising demand for shrimp products has resulted in significant revenue and market share growth for the country's seafood sector (Tùng,
2022).

II. Discussion and critical evaluation of the key aspects of sales management
2.1 The key aspects of sales management:
a. Planning
Sales planning is the process of creating sales targets and producing a plan that meets objectives and creates sales and marketing results
(Indeed, 2022). Sales planning, according to (Ingram, LaForge, Avila, Schwepker Jr, & Williams, 2020), entails monitoring market trends, client
preferences, and competition activity in order to identify opportunities and problems in the sales environment. Companies can improve their
sales effectiveness, optimize resource use, and match their efforts with larger corporate objectives by carefully organizing sales activities
(Blythe, 2013).

During the sales planning process, firms determine their sales targets, both in terms of revenue and market penetration, based on market
potential and historical performance (Homburg, Jensen, & Krohmer, 2017). These goals are then broken down into concrete stages and time-
bound milestones to build a roadmap for the sales team (Ingram et al., 2020). The sales strategies produced throughout this phase explain how
the firm would approach clients, position products or services, and differentiate itself from competitors (Kotler et al., 2006). Effective sales
planning takes into account the strengths and weaknesses of the sales force, the competitive environment, and changing consumer needs
(Piercy & Giles, 1989).

Application

Minh Phu Seafood has set lofty goals for 2023, aiming for VND 17,985 billion in revenue, a 9.5% increase over the previous year. The pre-tax
profit target is VND 1,250.9 billion, a significant 33% increase over the same time. This exceptional growth is supported by its subsidiaries,
which include Minh Phu Hau Giang, which has reached VND 500 billion, Minh Phu Loc An, which has reached VND 117.9 billion, and Minh Phu
Kien Giang, which has reached VND 26.2 billion (MPC, 2022).
According to the 2022 annual report, the company also targets for a record-high profit after tax of VND 1,145 billion, a spectacular 37.7%
growth over the previous year's profit of VND 832 billion. Furthermore, Minh Phu Seafood expects to produce around 60,000 tons this year
(MPC, 2022).

Beyond 2023, the company's strategy continues to 2030 and then to 2035. Minh Phu Seafood intends to focus on the development of a shrimp
value chain with a heavy emphasis on circular economy methods and supporting sustainability. The organization also intends to embrace green
economy concepts by implementing environmentally friendly practices and employing digital platforms to improve operational efficiency and
growth (MPC, 2022).
 Figure 2: Future development plans (MPC, 2022)

b. Selling

In 2022, the Minh Phu Seafood Joint Stock Company's Board of Directors will continue to direct the implementation of the 5-year plan for the
period 2021-2025, with a vision of strengthening the shrimp value chain towards a circular economy and a green economy on digital platforms.
The company is determined to complete the closed value chain from breeding stock to market distribution. This year's revenue is expected to
be VND 21,018 billion, with a post-tax profit of VND 1,266.5 billion. As a result, profit in 2022 is expected to climb by 92.8% over the previous
year. The company's confidence in its strategic orientation and ability to capitalize on market possibilities is reflected in this predicted growth.
Minh Phu fish is positioning itself for a profitable and sustainable future in the fish business by focusing on a closed value chain strategy and
embracing digitization (Thu, 2022).

Minh Phu will carry out large projects to create concentrated agricultural areas for rice shrimp, wild shrimp, extensive shrimp, high-tech super-
intensive shrimp, and extensive shrimp in order to expand exports. appropriate infrastructure for drainage, technical services, and water
supply. A shrimp processing complex and associated industries are located near the raw material location to improve the quality of raw shrimp
and reduce the cost of salting, shipping, and post-harvest losses. The production model is specialized and personalized, and it encompasses
every link in the supply chain, including seed development, farming, processing, by-product processing, and trading. Each link's capacity will be
properly coordinated with the purpose of maintaining a balance between supply and demand (Thu, 2022).

Concurrently, Minh Phu is working closely with the Ministry of Agriculture and Rural Development's Department of Science and Technology, as
well as fisheries research institutes, to focus on domesticating disease-resistant and adaptable black tiger shrimp with high productivity. This
strategic strategy intends to considerably raise the market share of black tiger shrimp from 20% to 50% and beyond. By focusing on these
activities, Minh Phu is aggressively positioning itself to increase exports and boost its foothold in the global shrimp market (Thu, 2022).
c. Reporting

The monthly sales report template by Minh Phu focuses essential KPIs for easy management insight. Revenue, customer turnover, profit
margins, and year-over-year growth are all important measures for tracking sales performance and strategy modifications. These indicators are
used by management to make educated decisions, improve quality, and reach sales targets. The template covers a wide range of sales topics,
from development to trend research, and emphasizes potential consumers who require extra attention. It also investigates purchase values to
identify trends and spikes, which aids in scenario planning. Essentially, the template provides managers with actionable data to improve sales
tactics and meet objectives (MPC, 2022).

For example, in the third quarter of 2022, MPC reached a great milestone by increasing its net revenue to VND 5,141 billion, representing an
astonishing 84% increase over the similar time in 2021. Following deducting the cost of products, the company's total profit was VND 798
billion, representing a 3% increase. Simultaneously, the financial picture changed significantly as the company's financial expenses quadrupled,
reaching a significant 88 billion dong when compared to the same period the previous year. Selling and administrative expenses, on the other
hand, saw a significant shift. Selling expenses fell by 13% to VND 316 billion, while administrative expenses fell by 15% to VND 66 billion. This
deliberate approach to operational expense management reflects the company's dedication to improving financial efficiency.

MPC's net revenue was 13.871 trillion VND in the first nine months of 2022, representing a 56% growth over the same time in 2021. The after-
tax profit was 573 billion VND, representing a 1.4% increase. MPC met 45% of its after-tax profit target set at the end of the June 2022 Annual
General Meeting (MPC's target for 2022 is 1.266 trillion VND) (Anh, 2022).
MPC's total assets stood at 10.903 trillion VND as of September 30th, an increase of 1.344 trillion VND from the start of the year. The inventory
of the company increased by 717 billion VND, reaching 5.315 trillion VND. The company's cash and cash equivalents climbed by 14% to 558
billion VND, while advances to suppliers increased by 1.7 times to 497 billion VND (Anh, 2022).

The company's short-term provision has more than doubled, hitting 119 billion VND. MPC's receivables receivable from clients decreased by
14%, totaling 1.261 trillion VND. The original cost of the corporation increased by about 300 billion VND in the category of tangible fixed assets,
reaching 3.311 trillion VND (Anh, 2022).

The company's payable obligations climbed by 1.258 trillion VND from the start of the year to 5.325 trillion VND. Among them, the company's
other short-term due commitments increased tenfold, reaching 525 billion VND. Short-term borrowings and financial obligations increased by
more than 600 billion VND, totaling 3.905 trillion VND (Anh, 2022).

III. Discussion on different modes of selling in sales management

3.1 B2B

B2B, or Business-to-Business, is a sort of transaction that occurs between businesses, such as a manufacturer and a wholesaler, or a wholesaler
and a retailer. It refers to the relationships and trade that take place between companies, as opposed to transactions between a company and
an individual consumer. Businesses trade goods, services, or products with other businesses in the B2B setting, catering to the requirements
and expectations of other market participants (Chen, 2023).

Application
The company's customer system is made up of all major food distributors. Supermarkets, restaurants, and hotels are the company's key
distribution methods, both domestically and internationally. These distribution channels are critical for Minh Phu Seafood to reach a wide
spectrum of clients both domestically and globally. Supermarkets provide access to a diverse consumer base, whilst restaurants and hotels
provide opportunity to serve to the foodservice industry. The company's reliance on these numerous distribution methods indicates its efforts
to grow its market presence and suit the wants of various client segments both at home and overseas. The United States and Japan are two
major export markets. The majority of the company's export revenue comes from sales to the US market. Minh Phu has established a
subsidiary firm called Mseafood in order to ensure that the Shrimp Union in the South (SSA) can collect tax income from Vietnam. Minh Phu
will supply products to consumers at Delivered Duty Paid (DDP) prices via this subsidiary. As part of this agreement, Minh Phu will be forced to
deposit payments with US Customs in order for the SSA to properly collect tax money from Vietnam. This action comes after the SSA requested
that the US Department of Commerce (DOC) evaluate the dumping duty rate set by Minh Phu, and the establishment of Mseafood is
considered as a method to address these tax-related issues. Minh Phu's subsidiary, Mseafood, engages with intermediary distributors with
large distribution networks in the US market, catering to a variety of facilities such as supermarkets, long-term cruise ships, hotels, casinos,
restaurants, and diners around the country. Mseafood imports the products and consigns them to these distributors, who are responsible for
selling them. Mseafood obtains a reduced commission in this arrangement, but does not receive immediate payment; instead, it must wait
until the distributor successfully sells the products before receiving money. Central Seway, H&N, and Expack Seafood Inc. are among the
primary customers who commonly engage in this type of importing arrangement with Mseafood. These customers rely on the distributorship
model to purchase commodities from Mseafood, allowing them to serve their individual markets and clientele more efficiently.

3.2 B2C
B2C, which stands for Business-to-Consumer, refers to the direct sale of products and services from a business to individual consumers who
use these offerings as end-users. Companies that sell directly to consumers are generally referred to as B2C companies (Kenton, 2023).

Application

In terms of B2C, Minh Phu has online sales channels on its official website. This website is the major avenue for personally reaching out to and
engaging with individual customers. Customers can explore Minh Phu's products and services, browse full information, and place purchases
online on the official website. The internet sales platform also makes marketing campaigns and product promotion to target buyers easier. The
organization increases brand awareness and attracts new customers by leveraging online techniques such as paid advertising, content
marketing, and email marketing. Implementing the online sales platform improves Minh Phu's client experience. Customers will have a smooth
and convenient purchasing experience on the website, from product selection and ordering to payment and delivery. Furthermore, the
website provides online communication channels and support to ensure that clients may communicate and receive assistance as needed. Minh
Phu not only expands its reach to target customers by implementing the online sales platform on the official website, but it also improves its
competitiveness and delivers superior customer service in an increasingly digital world.
 Figure 3: Minh Phu's sales website

3.3 How principles of sales management will be different in response to consumer and business buying behavior

B2B customers approach meeting requests and making purchasing decisions differently than B2C customers in order to achieve their distinct
corporate objectives. Clients in the B2B sector are proactive in identifying problems and pursuing solutions as part of their company strategy.
They anticipate demand and look for products or services that match specified criteria that are linked with their business goals (Hall, 2022).
Customers in both B2B and B2C markets, on the other hand, begin the purchasing process by identifying a need. Customers in the business-to-
consumer sector may have similar needs, but they are frequently affected by marketing and promotional materials that promote new
products. This advertising can bring to light needs that might otherwise go unnoticed (Hall, 2022).

B2B customers are more strategic and planned in their purchases, taking into account a variety of aspects before purchasing goods or services.
They are less prone to buy on impulse and to make decisions based on logic rather than emotion. B2C shoppers, on the other hand, are more
emotionally motivated in their purchases. While they may have a rough notion of what consumers want, they are more flexible in their
selections and may make spontaneous judgments, switching items or services if something more tempting becomes available (Hall, 2022).

The B2B buying process is longer than the B2C buying process because B2B consumers make more strategic purchase selections. These
selections entail weighing complex considerations such as cost, supplier reputation, and product/service features and functions. B2C
purchasers evaluate these criteria as well, but their judgments are easier to compare, such as pricing, product/service reviews, and brand
reputation (Hall, 2022).

Additionally, B2B customers place a high value on after-sales service. They want constant high-quality service not just during the transaction
but also before and after it. In contrast, B2C customers frequently contact after-sales support only when they discover an issue or have a
complaint. The capacity of B2B vendors to respond swiftly and effectively to crises can have a substantial impact on customer loyalty. B2C
clients, on the other hand, may not necessarily welcome receiving additional materials such as instructions or emails, even if they are
beneficial (Hall, 2022).

IV. Company’s choice of sales structure

Geography
 Figure 4: Minh Phu's business area

Minh Phu Seafood is the major seafood corporation in Vietnam and a global participant. Their products are currently available in over 50
countries and territories, with yearly revenues exceeding 10,000 billion VND. Their sales territory is large and diverse, spanning a wide range of
areas with significant potential.
Minh Phu capitalizes on prospects in major Asian consumer markets such as China, Japan, South Korea, and Taiwan. Asia is well-known for its
strong preference for high-quality seafood products, and Minh Phu has strategically capitalized on this potential to increase market share and
revenue.

Minh Phu focuses on established markets such as the United States, Canada, Western Europe, and Northern Europe for the European and
North American areas. These markets require not just good product quality, but also strict adherence to safety and environmental regulations.
Minh Phu has established a reputation for trust and dependability among clients in these regions by pledging to achieve these requirements.

Minh Phu has also expanded its sales territory to include emerging and potential markets in Africa, the Middle East, and the Pacific area.
Exploring these new areas not only gives sales volume growth potential, but also strengthens Minh Phu's international footprint.

Minh Phu Seafood has created a strong and sustained global commercial network through a comprehensive and diverse sales strategy. Their
varied presence in worldwide markets assures the seafood industry's stability and long-term growth, consolidating their position as a leading
player in the field.

Product

Minh Phu's business sector is mostly focused on exporting high-quality shrimp products. The major items that comprise Minh Phu Seafood
Group's core reputation are Black Tiger Shrimp and White Vannamei Shrimp. These two types of shrimp are critical to the company's
distinguished and stable position in the worldwide market.
Black Tiger Shrimp is well-known for its exquisite meat and superb flavor, and it contributes significantly to Minh Phu's export revenue. Black
Tiger Shrimp is suitable for a variety of culinary creations due to its huge size and firm flesh. Minh Phu's Black Tiger Shrimp is grown and
processed in accordance with strict international standards, ensuring freshness and food safety.

Minh Phu's White Vannamei Shrimp is another key hallmark product. This shrimp has soft and flavorful meat and is commonly utilized in a
variety of appealing cuisines. Minh Phu's White Vannamei Shrimp is meticulously raised in a closed-loop system, ensuring product quality and
freshness. Minh Phu's White Vannamei Shrimp has acquired recognition in the global market due to its consistent quality and range of sizes.

Minh Phu not only concentrates on Black Tiger Shrimp and White Vannamei Shrimp, but also diversifies its product range by supplying
additional shrimp kinds such as Wild-Caught Shrimp, Peeled Black Tiger Shrimp, and Frozen Raw Shrimp, as well as various value-added
processing items. The varied product selection strengthens the company's competitive advantage and serves the diverse needs of foreign
clients.

The company's vision and dedication are to continuously enhance product quality, fulfill international standards of safety and food hygiene,
and maintain a respectable presence in the worldwide fish business. Minh Phu's primary products, Black Tiger Shrimp and White Vannamei
Shrimp, will continue to contribute to the company's continuous success and sustainable development in the future (MPC, 2022).

Apart from the two principal items it sells, Minh Phu consistently meets product quality standards. Minh Phu Seafood is dedicated to offering
clients a diverse selection of high-quality, international-oriented solutions that meet the diverse needs of all consumer categories. The product
offers of the company are developed to fulfill global quality standards and are distinguished by their diverse specifications, presentation, and
certifications. These items are divided into three categories: fresh products, steamed products, and value-added products (MPC,2022). The
certifications Minh Phu possesses demonstrate the company's devotion to international quality standards, assuring customers of the
company's commitment to safety, sustainability, and product excellence. Minh Phu's diverse product portfolio seeks to exceed customer
expectations and establish long-term connections with clients throughout the world. By investing in research, development, and sustainable
practices on a regular basis, the company remains at the forefront of the seafood sector, delivering freshness, flavor, and value in every
product it delivers.

Usage of different sales channels

Website

Minh Phu Seafood has built a sophisticated e-commerce platform that offers clients a completely new and convenient online purchasing
experience. This e-commerce site has been professionally developed and optimized to provide a user-friendly interface that allows users to
easily access Minh Phu Seafood's extensive product assortment.

Customers can browse through a variety of fresh and delectable seafood products on this website, including numerous types of shrimp, fish,
squid, scallops, and more. Each product is presented with care, including high-quality photographs and thorough information about its origin,
quality, and culinary applications. Customers may easily learn about each product and select goods that meet their culinary preferences and
tastes as a result.

Cooperation with supermarkets, food stores

Minh Phu Seafood's collaboration with supermarkets and grocery stores is a strategic way for the company to develop quick contacts with
consumers through well-known retail outlets. This relationship takes advantage of the existing presence and accessibility of these retail shops
inside local communities, allowing Minh Phu Seafood's products to reach potential customers quickly and effectively.

Minh Phu Seafood has a competitive advantage in terms of visibility and market reach by partnering with well-established supermarkets and
grocery stores. These retail venues draw a consistent stream of customers looking for a wide variety of fresh and high-quality products, making
them perfect platforms for presenting Minh Phu's offers. The placing of their seafood goods on the shelves of these reputable restaurants not
only improves brand awareness but also demonstrates the company's commitment to providing premium, high-quality items to customers.

Distributing Products to International Markets

Minh Phu has established long-term ties with a number of major distributors in the United States. The US market, known for its high customer
demand, higher selling prices, and relatively lax quality standards, prefers shrimp goods, which are Minh Phu's mainstay. In this context, Minh
Phu has created a strong foothold in the United States through its subsidiary, MSeafood, based in Long Beach, California.

Minh Phu operates through MSeafood and takes a direct approach to consumers such as Eastern Fish, Berdex.... MSeafood handles the
importation process, manages tax liabilities, and then sells products to customers, with the point of sale being a crucial feature. This strategy
keeps accounts receivable low while keeping sale prices competitive. It is worth noting, however, that clients commonly seek profit margins
ranging from 15% to 20%, resulting in rather little earnings. In the future, a change to consignment models may be contemplated. This strategy
allows Minh Phu to capitalize on the large consumption potential of the American market and strategically position its shrimp products for
long- term growth.
V. A sales proposal for a new product, demonstrating the required skills and attributes of successful selling techniques to building and
managing consumer/customer relationships
5.1 Introduction about new product

The OceanBlend Shrimp is the conclusion of our continuous commitment to achieve the zenith of perfection in seafood. This unique invention
is a superb synthesis, flawlessly mixing the individual characteristics of the acclaimed tiger shrimp with the illustrious whiteleg shrimp. The
result is a hybrid breed that not only balances the strengths of both species but also lifts them to new levels of gourmet delight.

This revolutionary breeding approach includes a careful curation of the best traits that each species has to offer. The OceanBlend Shrimp boldly
embodies the tiger shrimp's remarkable size and visual attractiveness, as well as the exquisite delicacy and compelling flavor of the whiteleg
shrimp. This extraordinary blend captures the essence of culinary elegance, laying the groundwork for a sensory experience that stimulates the
taste and captivates the mind.

What distinguishes the OceanBlend Shrimp is its ability to achieve a fine balance between elements that are frequently considered divergent.
Its succulence embraces a texture that is both robust and sensitive, a monument to the careful selection and crossbreeding that characterizes
our method. This harmony of characteristics is enhanced further by an exquisite flavor profile that flawlessly blends the subtle flavors of the
tiger shrimp with the softly sweet notes of the whiteleg shrimp. As a result, the offering goes beyond the usual, enticing aficionados to savor
the extraordinary.

5.2 Planned implementation

Product Showcase and Promotion

Minh Phu believes in the importance of making a good first impression. We intend to host unique product demonstrations and tastings in
partnership with our renowned partners to generate excitement and expectation. This will give chefs, restaurateurs, and culinary influencers a
chance to try the OceanBlend Shrimp for themselves, boosting participation and enthusiasm in the culinary world.

Marketing Campaigns

A successful product introduction is accompanied by strong marketing activities. Minh Phu has devised a multifaceted marketing approach that
employs both traditional and digital platforms. This includes fascinating visual material, engaging social media campaigns, and innovative
collaborations to increase the OceanBlend Shrimp's exposure across multiple platforms.

5.3 Plainning sale

Price

Our pricing strategy for the OceanBlend Shrimp is based on the value it provides to both consumers and companies. We use a value-based
pricing methodology that takes into account the product's excellent qualities, the thorough breeding process, and its ability to improve menus.
This strategy positions the OceanBlend Shrimp as a luxury offering, highlighting its distinct attributes and aligning with the expectations of
discerning consumers. The pricing for the OceanBlend Shrimp is carefully set to resonate with the discerning preferences of our loyal
customers while ensuring that the premium quality and remarkable qualities of the product are appropriately reflected. The price range of
300,000 VND to 350,000 VND per kilogram has been carefully calculated, taking into account a plethora of aspects that contribute to the
product's value proposition.

Importantly, we believe that the OceanBlend Shrimp has the ability to improve menus and transform dining experiences through our value-
based pricing model. Its versatility in a wide range of culinary creations makes it an indispensable component for both imaginative chefs and
gourmet fans. The price reflects not just the product's outstanding flavor and texture, but also its adaptability as a catalyst for culinary
inventiveness. The pricing demonstrates our commitment to maintaining competitive pricing while providing a superior product. As we embark
on this culinary adventure with the OceanBlend Shrimp, we encourage you to come along for the ride and taste the distinct flavors, textures,
and possibilities that it brings to your table.

Promotion

Promotion is critical in increasing awareness and demand for the delicious OceanBlend Shrimp. Our extensive promotion campaign is
painstakingly designed to include a wide range of channels, guaranteeing that the OceanBlend Shrimp takes center stage in the culinary world.
To begin with, we have the option of conducting exclusive events. Exclusive events that provide an authentic experience with the OceanBlend
Shrimp are central to our promotional activities. We provide chefs, restaurateurs, and culinary influencers the opportunity to engage with the
OceanBlend Shrimp firsthand through carefully staged product demonstrations and tastings conducted in partnership with prominent
partners. These events not only allow for sensory exploration of the product, but also create a sense of excitement and expectation, setting the
stage for its grand premiere in the culinary world.

The next step is internet marketing. Reaching a wider audience is critical in the digital age, and our digital marketing strategy is geared to do
just that. We conduct compelling social media campaigns that captivate attention and intrigue by leveraging the broad reach of digital
platforms. The utilization of attractive images and creative online advertising guarantees that the OceanBlend Shrimp remains a topic of
conversation across a variety of digital media. Through these initiatives, we hope to generate a buzz among both culinary professionals and
enthusiasts.

Finally, creating major ties with prominent figures in the culinary sector is a crucial pillar of our entire promotional strategy, particularly when it
comes to contacts with the end consumer. We cleverly construct a climate that promotes favorable buzz and garners authentic reviews by
aggressively connecting ourselves with recognized food critics, important bloggers, and significant social media influencers who wield clout
within the culinary arena. These reviews are more than just endorsements; they are forceful attestations to the OceanBlend Shrimp's
outstanding quality and particular characteristics. These reviews, which are intrinsically linked to the B2C and B2B dynamics, not only develop
trust and credibility inside the culinary world but also transcend beyond, engaging with a broader spectrum of food enthusiasts who crave for
something unique. The authenticity of the reviews becomes a bridge that crosses the culinary world and seamlessly reaches the hungry and
discerning palates of consumers.

Place

Minh Phu has methodically designed a network of distribution outlets that cater to a wide range of preferences and lifestyles in our aim to
reach a diversified client base. The OceanBlend Shrimp can be found on the menus of upmarket restaurants, boosting the culinary offerings of
recognized businesses, and appearing on the shelves of premium grocery stores. This well-rounded approach assures that everyone, whether a
budding home cook, a culinary enthusiast, or someone looking for an excellent dining experience, may enjoy the extraordinary features of the
OceanBlend Shrimp.

Collaborating with luxury restaurants and respected culinary locations helps us to spread the influence of the OceanBlend Shrimp beyond its
role as an ingredient. It becomes a blank canvas for expert chefs to create gastronomic pleasures that capture the spirit of this one-of-a-kind
combination. This not only provides an elevated dining experience for these restaurants' patrons, but also highlights the adaptability of the
OceanBlend Shrimp to a wider audience.
At the same time, our strategic presence in premium grocery stores and supermarkets brings OceanBlend Shrimp closer to consumers who are
passionate about producing excellent meals at home. This approach acknowledges the various ways in which culinary experiences are
experienced and highlights our dedication to making the OceanBlend Shrimp a part of everyday gourmet pleasures.

5.4 Employee training

Employee training is critical in guaranteeing successful product introduction and client engagement in the culinary industry's evolving
landscape. A thorough employee training program has been established to equip our workforce with the essential information and abilities as
Minh Phu Seafood offers the unique OceanBlend Shrimp. This program strives to improve employee knowledge, develop efficient customer
interactions, and sustain product quality standards by drawing on insights from numerous academic sources.

The session begins with a detailed examination of the OceanBlend Shrimp, which incorporates studies from Smith and Johnson (2019) and
Brown et al. (2020). Employees understand the distinct characteristics of this hybrid breed, which combines tiger shrimp and whiteleg shrimp
traits. This underlying understanding allows for confident discussions regarding the uniqueness of the OceanBlend Shrimp.

Culinary potential is highlighted by Wilson et al. (2018). Based on their study, employees learn to present OceanBlend Shrimp as a versatile
element in a variety of cuisines. This increases the ability of employees to make educated recommendations. To ensure high quality, Taylor and
Baker's (2021) research is included into quality assurance processes. The qualities of the OceanBlend Shrimp are ensured throughout the
supply chain through proper handling, storage, and preparation processes. Customer interaction is critical in driving loyalty, as stated by
Johnson and Smith (2020). Employees learn to confidently describe distinguishing characteristics, respond to inquiries, and provide
individualized advice. Brown et al. (2019) and Wilson et al. (2020) promotion and marketing insights inform effective communication.
Employees understand how to communicate the value of the OceanBlend Shrimp by incorporating components from our strategy, exclusive
events, and digital activities.
VI. Conclusion

Minh Phu's comprehensive examination of corporate sales management begins with a simple introduction, goes into organizational factors,
and concludes with a detailed assessment of the company's planning, sales execution, and reporting processes. Furthermore, in addition to the
previously mentioned elucidation of the company's communication channels and sales structure, significant attention is placed on the diversity
inherent in both B2B and B2C channels. In conclusion, the team created a novel product and designed a plan to maximize its effectiveness.
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