Low performance of sales consultants on card products at jaccs international vietnam finance company

UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business
------------------------------

Luu Tuyet Anh

LOW PERFORMANCE OF SALES CONSULTANTS
ON CARD PRODUCTS
AT JACCS INTERNATIONAL VIETNAM FINANCE
COMPANY

MASTER OF BUSINESS ADMINISTRATION

SUPERVISOR: DR. TRAN PHUONG THAO

Ho Chi Minh City – Year 2019


TABLE OF CONTENTS
EXECUTIVE SUMMARY .............................................................................................1
LIST OF TABLES AND CHARTS ................................................................................2
CHAPTER 1: PROBLEM IDENTIFICATION .............................................................. 4
1.1

Problem context .................................................................................................4

1.1.1

Company overview .....................................................................................4

1.1.2

Symptom .....................................................................................................8

1.2

Problem analysis .............................................................................................. 10

1.2.1

Low Sales Consultants performance .........................................................10

1.2.2

Poor outbound consultant service ............................................................. 12

1.2.3

Low company reputation...........................................................................15

1.3

Main problem validation ..................................................................................17

1.4

Problem definition and consequences .............................................................. 18

1.4.1

Problem definition .....................................................................................18

1.4.2

Consequences ............................................................................................ 19

CHAPTER 2: CAUSE VALIDATION .........................................................................22
2.1

Potential causes ................................................................................................ 22

2.2

Real causes .......................................................................................................24

2.3

Main cause validation ......................................................................................31

CHAPTER 3: SOLUTION DESIGN ............................................................................35
3.1

Potential solutions ............................................................................................ 35

3.1.1

Setting a target ...........................................................................................35

3.1.2

Building a reward plan .............................................................................39

3.2

Solution selection ............................................................................................. 43

3.3

Action plan in organization ..............................................................................45

CHAPTER 4: SUPPORTING INFORMATION ..........................................................49
4.1

Interview transcripts.........................................................................................49

4.2

Research method summary ..............................................................................59

REFERENCES ..............................................................................................................61


EXECUTIVE SUMMARY
In the finance-banking industry, despite the banks, nowadays, the finance
companies also issue credit cards or the card products which are relevant to a loan. The
card market between the finance companies is developing rapidly to adapt the need of
the customers, especially those who do not have assets to mortgage. Jaccs International
Vietnam Company is a Japanese finance company which have been joining in Vietnam
for 9 years. Card products are one of the products of the company which have been
released for 4 years up to now. However, the number of cards activated of the company
is not high. The purpose of this thesis is to find out the problem of Card Department and

solve them. The thesis use the techniques such as collecting data, conducting in-depth
interviews with all the staffs as well as the managers of Card Department and also base
on the theories to come to some possible cases which can happen. From that, the thesis
continue to analyze the context of the company to find out the cases that are really
existing in the company. Finally, with the ideas of the managers, the thesis come to the
conclusion. By those methods, the thesis reveals that Low performance of Sales
Consultants is the main problem for the high rate of non-activated cards, the cause
leading to this problem is due to the lack of performance measurement on card products
of Sales Consultants and the best solution is to combine target setting and building a
commission plan for them. This solution can improve the performance of the Sales
Consultants and the number of cards activated of the company.

1


LIST OF TABLES AND CHARTS
Table 1: Product information...........................................................................................5
Table 2: Summary of non-activated cards from August to December of 2018 ..............8
Table 3: The percentage of the card contracts which were not signed comparing with
the total loan contracts released .....................................................................................27
Table 4: The number of motorcycle loan contracts from October-2018 to January-2019
.......................................................................................................................................28
Table 5: Card informations of JIVF and competitors. ...................................................28
Table 6: Total balance of Card Department from September 2018 to January 2019....32
Table 7: Statistics about activation of cards from September-2018 to January-2019 ...33
Table 8: Number of cards issued from September 2018 to January 2019 ....................36
Table 9: The estimated percentage of card contracts to loan contracts released from
January-2020 to March 2020 .........................................................................................36
Table 10: The estimated percentage of card contracts which are activated to card
contracts released from January-2020 to March-2020 ..................................................37

Table 11: Cost and benefit for the solution of setting a target ......................................38
Table 12: Estimated statistic for the commission plan from January to March-2020...41
Table 13: Estimated statistics for the commission plan from January-2020 to March2020 ............................................................................................................................... 41
Table 14: Estimated statistic for the bonus plan from January-2020 to March-2020 ...42
Table 15: Rate of missed calls from September 2018 to January 2019 ........................43
Table 20: Solution comparison ......................................................................................44
Table 16: Action plan stage 1 ........................................................................................46
Table 17: Action plan stage 2 ........................................................................................46
Table 18: Action plan stage 3 ........................................................................................47
Table 19: Action plan stage 4 ........................................................................................48
2


Chart 1: Summary of non-activated cards from July to December of 2018 ...................9
Chart 2: Awareness of customers about card products .................................................11
Chart 3: The reasons of customers for not activating cards ..........................................12
Map 1: Initial causes and effects map ...........................................................................14
Map 2: Updated causes and effects map ......................................................................16
Map 3: Fish born map ....................................................................................................30
Map 4: Final cause and effect map ................................................................................34

3


CHAPTER 1: PROBLEM IDENTIFICATION
1.1

Problem context
1.1.1 Company overview
JACCS Co., Ltd, started out as a provider of monthly installment credit services

for use at department stores in Hakodate, Hokkaido, in 1954. Since then, under a
founding philosophy that values trust and reliability, JACCS, has continued to expand
its business nationwide in Japan and has expanded its business into growth markets in
Asia. With a total volume of new contracts exceeding ¥3,061 billion, JACCS is one of
the leading names in Japan’s consumer credit sector.
JACCS’ main businesses comprise the credit business, the credit card business,
and the financing business, which includes credit guarantees and other operations.
In overseas business, the JACCS Group continues to expand, focusing on the
ASEAN region. JACCS commenced overseas business with the provision of motorcycle
loan services in Vietnam in 2010, and followed this with the launch of motorcycle loan
services in Indonesia in 2012. In April 2015, JACCS International Vietnam Finance Co.,
Ltd., became the first Japanese-affiliated credit card issuer in Vietnam.
-

Products
Jaccs Company has 6 products: motorcycle loan, car loan, personal loan,

credit/cash card, electric loan and furniture loan. In this proposal, the writer mentions
only about Credit/cash card.

4


No
Item
1 Deployment
Function

2

3
4
5

Customer
resource
Duration
Credit limit
Interest

6

7

Annual fee

Cash card
From 01-2015
-Withdraw at Automated
Teller Machine systems of
VISA
-Withdraw fee: free

Credit card
From 01-2015
-Payment at card acceptance
units of VISA
-Withdraw at Automated
Teller Machine systems of

VISA
- Withdraw fee: 3% of the total
amount, at least 50,000 VND
Call the customers who are Call the customers who are
having loans at the company to having loans at the company to
consult the card product.
consult the card product.
3 years
3 years
5-10 million VND
5-10 million VND
Depend on monthly income of Depend on monthly income of
each customer.
each customer.
3.35%-4.61%/month
Cash transaction: 2.03%3%/month
Retail
transaction:
2.03%/month if not payable on
arrival.
No annual fee
100,000 VND/ year
Table 1: Product information

5


-

Organization chart of Card Department

Executive Manager

Deputy Manager,
Inbound

Deputy Manager,
Outbound

Team
leader,Inbound

Team leader,
Outbound

Outbound
(consult card)

Outbound
(Activate
card)

Inbound Staff

Outbound
(consult card)

Outbound
(Activate
card)

Inbound Staff

Outbound
(consult card)

Inbound Staff

Outbound
(consult card)

Inbound Staff

Card
Information
Input Staff

Admin Staff
(Manage all
documents/PIN/
Card)

Customer's
request
process Staff

6


-

Card registration procedure

Card
registeration
at counters

Customer

Card issue

Investigation

aproval

Sending
card to
customer

Receive
card and
activate
card

Current customers of Jaccs:
Customers have signed motorcycle loan contract & completed payment.
Customers have signed personal loan contract & completed payment.
Customers have a good payment history
New customers of Jaccs:
Customers who apply for motorcycle loan contract.

Customers who apply for personal loan contract.
 When signing the loan contracts, customers are consulted additionally the card
product by the sale consultants at the counters and sign a card contract if they have
demand.
 SCs send the contracts to Investigation department. Card department receives the
contracts that are approved by Investigation department then performs outbound
calls to customers to consult again the card product and ask whether they still want
to receive or not.
 If the customers accept the products, card department sends Pin and card to
customers within 7-10 working days.
 The customers who receive the products and want to activate them have to call
hotline of card department to request for activation or they can let their information

7


for card department to call back later. The inbound staffs then must consult again for
the customers before activating cards.
1.1.2

Symptom

The writer found out 1 symptom in Card Department. It is that the rate of nonactivated cards is very high.
The outbound (consult card) staffs get the card loan contracts then perform
outbound calls to customers to consult card information and ask whether they agree to
receive card or not. If the customer agrees, the company will send 2 letters which
contains card and Personal Code (PIN code) respectively on 2 different days to the
customer with no fee. After receiving both of them, the customers have to use the
telephone number which they let on the contracts to call to hotline of card department
to request for card activation because they cannot active card by themselves at the

Automated Teller Machine like other bank cards. The customers must provide the
information exactly compared to the information on the contracts such as ID number,
date of issue, full name, and date of birth, addresses, card number, and expired date of
card. After that, the inbound staffs consult again all the information of the card for the
customers to understand before changing the status from non-activate to activate card.
The activation process takes about 5 to 10 minutes. When the customers do not have
enough money to call, the outbound (activate card) staffs will call the customers to
activate for them.
Month
December2018
November2018
October2018
September2018
August2018

Total activated cards

Rate of non-activated card

1105

44.00%

1027

44.30%

804

45.80%

757

46.10%

639

46.10%

Table 2: Summary of non-activated cards from August to December of 2018

8


1200

46.50%
46.00%

1000

45.50%
800

45.00%

600

44.50%

44.00%

400

43.50%
200

43.00%

0

42.50%
August

September

Total activated cards

October

November December

Percentage of non-activated cards

Chart 1: Summary of non-activated cards from July to December of 2018
Although the number of activated cards is increasing, the rate of non-activated
cards which is compared with the total issued cards of the company is still high, nearly
50%.

9

1.2

Problem analysis

In order to find the reasons for the high rate of non-activated cards, the writer
conducted in-depth interviews with the staffs in Card Department. Then, together with
the data collected, the writer has 2 possible problems: low performance of Sales
Consultants and poor outbound consultant service.
1.2.1 Low Sales Consultants performance
The writer interviewed 4 outbound (consult card) staffs in Card Department about
the reason why customers did not activate their cards. 4 of them all answered that when
they performed outbound calls to customers to consult card product, very few people
knew about card. Some knew there was a card program for them but did not know clearly
what it was. Some completely did not ever hear about card although they had signed the
card contracts. Furthermore, they said that the customers did not choose the right card
type for them on the contracts. Following the process of the company, Sales Consultants
at the counters are the ones who will consult customers about the products and guide
them to complete the contracts. Therefore, the outbound staffs added that most of the
Sales Consultants did not consult the customers at all or just consulted for form’s sake
and then chose arbitrarily the card type for customers. The outbound staffs after
receiving the contracts have to perform outbound calls to consult again the card type
that the customers chose. Here is the percentage of customers toward awareness of card
program in every 100 customers.

10


30%

55%
15%

Do not know card program
Have awareness of card but a little
Choose the wrong card type
Chart 2: Awareness of customers about card products
For the customers who live in big cities like Hanoi, Ho Chi Minh City or the
customers who often go shopping or go to the supermarkets or the ones who often use
payment form via card at stores, they do not have the demand for a loan via card like
cash card. For the customers who live in the rural areas, there are no supermarkets or
card acceptance units, they also do not have demand on shopping, and they need cash to
spend their lives. Ms. Anh Nguyen-outbound team leader stated that:
“Choosing the right card type is very important. When issuing wrong card for
them, they do not use it, they approve it because there is no fee for issuing card.”
The writer concludes that the possible problem is that the performance of Sales
Consultants at counters is low. They do not consult or consult unclearly for the
customers. The product does not match the customer’s demand and this leads to low
activated cards.

11


1.2.2 Poor outbound consultant service

15%

7%

30%

40%

Do not know how to activate

Scared of defraud

Have not had demand yet

Afraid of company reputation

Chart 3: The reasons of customers for not activating cards
In every 100 non-activated cards, there are 7 customers who agree to activate
when the staffs call out to remind. They said that when they received card and personal
code, they did not know how to activate it as well as how to use it until the staffs called
to help. They brought the card to activate at the Automated Teller Machine systems
themselves like other bank cards but could not. There are 2 ways to activate card. The
1st way is that customers call hotline, press button number 1 and let card number, ID
number then wait for the outbound staffs to call back within a day. The 2nd way is that
they can press button number 0 to contact directly to the inbound staffs for activation
support immediately. These information must have been guided to the customers by the
outbound (consult card) staffs while performing outbound calls to consult before issuing
card. 70% customers of non-activated cards continue to refuse to activate with the
reasons as on Chart 3. They were scared of defraud because they were consulted through
the phone with many card information just one time, so they could not remember and
did not believe in this card. Except the credit card, with the cash card, there is no annual
12


fee and withdrawal fee but the customers still did not want to activate. They were afraid

of generating interest or some fee if activating and generated bad debt for them even
when they did not withdraw from card. All of this are due to poor outbound consultant
service. They did not consult clear enough for the customers to understand the usage of
the product before issuing cards. The customers misunderstood about the product, so
they refused because it did not meet their demand. Moreover, the outbound team leader
added that the outbound staffs who called out to remind customers still did not consult
persuasive enough to explain the function of the card for the customers.
Below is the initial causes and effects map that the writer draws to have the initial
view of the problem.

13


Low performance of
Sales Consultants

Sales Consultants
do not consult card
products to the
customers

Customers do not
know the card
program

Customers choose
the wrong card type

Poor outbound
consultant service

Sales Consultants
do not consult
clearly card
products to the
customers

Outbound staffs do
not consult clearly
card products to the
customers

Customers do not
know how to
activated cards

Low
activated
cards

Customers are
scared of defraud

Customers have not
had demand yet

Map 1: Initial causes and effects map

14

1.2.3 Low company reputation
The writer finds out one more possible problem by searching theories and analyze
it in the context of the company. This is due to the low company reputation. Fombrun
(10) emphasized that:
“Reputation of a firm in view of customers is becoming ever more important
because it exerts an influence on both commercial outcomes like profits and noncommercial outcomes like customer trust”
Every month, the outbound team leader summarizes all the customers who did not
activate their cards in the month for outbound staffs to call out to remind customers of
the card product and support them to activate if they have demand. The staffs said that
some customers felt risky about card product from a finance company. The company
offers them the card because they have had a motorcycle/electric or cash loan which the
company supports. They only know about the kind of Automated Teller Machine cards
issued by the banks. In addition, there is no Automated Teller Machine systems of the
company, the customers can withdraw at the Automated Teller Machine systems of the
banks which the company cooperates with. The customers confuse whether this card is
real or fake, so they do not dare to use it. Especially in financial industry, the reputation
of the company is one of the important factor that the customers often consider before
making decision to use the service of a company. Because the services of a finance
company are about the money, about the interest, so a company with a low reputation
can make the customers do not dare to use it due to their awareness of risk.
After exploring all the possible problems and analyzing the existing problems in
the company, the writer can draw the updated causes and effects map below.

15


Low perfomance of
Sales Consultants

Sales Consultants
do not consult
card products to
the customers

Customers do not
know the card
program

Customers choose
the wrong card type

Poor outbound
consultant service

Sales Consultants
do not consult
clearly card
products to the
customers

Customers are
scared of defraud
Outbound staffs do
not consult clearly
card products to the
customers

Low company
reputation

Customers do not
know how to
activated cards

Low
activated
cards

Customers have not
had demand yet

Customer feel risky
about the product of
the company
Map 2: Updated causes and effects map
16


1.3

Main problem validation
With the 3 possible problems: low performance of Sales Consultants and poor

outbound consultant service and low company reputation, the writer concludes that Low
Sales Consultants performance is the main problem of low activated cards. Ms Truc
Nguyen-deputy manager stated that:
“Sales Consultant is the first staff who has the first direct contact with the
customers and is the one who guide and support customers to complete the
contracts. The outbound staffs working in the head office consult customers with

available contracts by phone. They have scripts to follow but cannot face-to-face
convey all of the information for the customers to understand more deeply than
the Sales Consultants can do.”
Therefore, the customers can have more belief in what the Sales Consultants consult.
They can have in their minds that the company really issues a card product for them and
are sure of the security of the product before the outbound staffs call out to consult
clearly again. In addition, in the card registration procedure, the writer can see that the
first step is responsible for the Sales Consultants, the outbound staffs is the team at the
head office that support in the operation of Card Department, so when the Sales
Consultants do not work effectively, it can affect the result of the outbound staffs as
well. Moreover, Carolin Edward Gergis Azab (7) emphasized that:
“The interaction between frontline service employees and customers is an
important determinant in service delivery (Bitner, Booms, and Mohr 1994). In
general, the more favorable the impressions customers have of this encounter, the
higher perceived service quality and satisfaction.”
According to Jenny Karlsson, PhD in Business Administration at CTF, Service Research
Center at Karlstad University as cited by Linda Fridberg (16), the employees who have
function of customer contact regularly are the bridges to link between customers and the
organization. Additionally, the Sales Consultant is the staff who advises the card type
for the customers. They know the living situation and the demand of customers to choose
the type that matches their needs. Outbound staffs just base on the card type on the
contracts to consult but cannot decide which one is suitable for them like the Sales
Consultants can do. Besides, the ompany has signed the contracts with around 700
17


dealers (625 motorcycle stores and 75 electric stores) to place consultant counters in 52
provinces of Vietnam. Ms. Trang Nguyen-inbound team leader claimed that:
“If they are afraid, they can go to those stores to be consulted, just the customers
who live in the areas that have no counters of Jaccs find it hard to approach if

they have problems with card.”
Therefore, low company reputation is also a possible problem but it is an external factor
that not really matter in Card Department.
1.4

Problem definition and consequences

1.4.1

Problem definition

Sales performance is the measurement of the number of sales that one employee
makes for an organization. It helps more salespeople get quota more usual by focusing
on tools and processes to help every sales person as well as the channel personnel.
Verbeke et al (27) identified 5 factors which have the most impact on sales performance.
 Role ambiguity: a sales person should have a clear role and expectation for his
work. They have to know clearly about what they must do in their job
description and what result they have to achieve. High ambiguity has high
negative impact on performance and low ambiguity has positive impact on
performance.
 Cognitive Aptitude: It refers to mental and verbal ability. A sale person has
the ability of communication with customers to adapt customer ‘needs.
Verbeke et al (27) also stated that:
”Intelligent salespeople shape how customers conceptualize their own needs and
how the product or service of the selling firm relates to this view.”
 Selling related knowledge: It refers to the understanding of the product they
are selling and also the selling process itself. This ability can be learned
through sale training or internal discussion
 Work engagement: a sales person need to have a willing to work with othersboth customers and the colleagues and take responsibility for their efforts.
The Sales Consultants performance at JIVF Company was low because they did

not do well those factors. Card is the byproduct of other loans. They should have in their
minds that they must consult card beside the loans. They also lack of knowledge of card
18


product to adapt customer ‘needs. Customer did not remember what they had signed or
what they are consulted at the counters. Their communication are not good enough for
the customers to believe in the product. This is the main problem of low activated cards.
1.4.2 Consequences
When issuing the card for customers, there is no fee. The rate of non-activated cards
is low which means the number of customer using products is not high. Customers are
the ones who generate profit for the company. Therefore, it is very important to have the
solution for this problem. Base on the company context and the opinion of the manager,
the writer presents the 2 consequences if this problem is unsolved.

19


-

High cost in operation

32%
40%

28%

Approve

Reject

Not contact

Chart 4: Outbound consultant results
Above is the result when the outbound staffs perform call to issue cards for the
customers. With every 100 customers, there are 40 people who approve the cards, 28
people who reject to receive the cards and 32 people whom the staffs cannot contact.
The staffs base on the telephone number in the card contracts to dial, there are some
cases that the telephone number is not right or the customers no longer use it. This is
due to the careless working of Sales Consultants. For the reasons which the customers
reject the cards, the writer presents them in the previous parts. It can be seen that when
the Sales Consultants perform work badly, it can affect the operation of Card
Department. In the company, the cost generates every day. The staffs spend their time
performing outbound calls but the result collected is not good, so it will take their time.
In addition, the time of the staffs is paid by the company, so the company will take a
high cost for the operation of Card Department but not generate the effectiveness in
work.
-

Bad total balance

Following the process of Card Department, all the staffs work on the assembly line.
First, the Sales Consultants will be the ones who consult card products to the customers
and persuade them to sign the card contracts attached with the main loan contracts, then
20


they will send the contracts to the head office. Next, after the customers are investigated,
the outbound staffs will base on the information on the card contracts to perform
outbound calls to the customers. They will consult again to remind the customers of the

card product which they registered on the contracts. If the customers approve the cards,
the company will send to the customers and the staffs also guide them to activate cards
in case of using. On the contrary, when the performance of Sales Consultants is low,
there are not qualified contracts so that make the customers reject them. A card contract
that is called successful only when the card is activated. The customers then tend to use
them leading to the total balance of card product can increase. Therefore Ms.Truc
Nguyen-Deputy Manager also stated that with an assembly line, the start of the work is
not good can affect to the result when finishing. The Sales Consultants are the ones who
are the start and can contact with the customers directly, so if they do not work
effectively, the last result in the process which is the total balance of Card Department
will be affected as well

21


CHAPTER 2: CAUSE VALIDATION
2.1 Potential causes
Low performance of Sales Consultants is the problem that any firms have to face
with. There are some causes which can affect sales performance that the writer has found
out.
-

Lack of product knowledge of Sales Consultants.

Roman et al (22) emphasized that with the development of the information
technology, the customers can easily approach the information and therefore have the
higher demand for the products which they are going to pursue. Besides, due to the
globalization, the competition between the companies is becoming stronger. These
factors make the salespeople have to improve their knowledges day by day to satisfy the
need of the customers. Sangtani V et al (24) also stated that:

“With customers increasingly seeking value-added solutions and responsiveness
from salespeople, application of specialized skills and knowledge is critical for
a sales organization”
With a broad knowledge of products, the salespeople can align the product with the
customer’s expectation, then the salespeople can communicate the benefit to the
customers and increase their confidence when purchasing product. Baumgarth et al (4)
confirmed that there are two kind of knowledges: internal knowledge and external
knowledge. Internal knowledge is the knowledge about the product of the company, the
product that they are selling. It is easier to access. External knowledge is the knowledges
of the competitor’s products. It requires a great knowledge in the market for the
salespeople to highlight the features of their own products with other products in the
market. Therefore, when the salespeople do not equip themselves with a full knowledge
of product to adapt the customers’ needs, it can lead to the low sales performance.
-

Lack of performance measurement for Sales Consultants.

As stated by Phusavat et al (18):
“Performance measurement is perceived to be a critical management tool that can
help determine a success or a failure in both organizational and functional
performance”

22


The performance measurement provides the information such as how well one is
performing and whether they get the goal and do better than the previous period or not.
In addition, performance measurement can help the manager to evaluate the
effectiveness of what the employees are doing. Therefore, a firm should have a particular
way to measure the performance of each employee to make them try their best to get the

goal that the company set for them as well as for the company to measure the ability of
every employee in work. Besides, with different objectives and different characteristics
of the work, the company have to use the suitable methods to measure the performance.
For instance, the measurement tool applied for Human Resource Department must be
different from those of Operation Department. Reid D (19) stated that:
“When staff have no measurable target, they don't really know what is expected
of them and neither they nor the practice manager truly know how well they are
performing”
Therefore, performance measurement is a factor that can decide the high or low
performance of an individual or an organization.
-

Poor salesmanship skills of Sales Consultants.

After the salespeople are trained about the products as well as all of the relevant
knowledges, it is the turn of the salespeople to communicate the characteristics of the
products with the customers, to transfer the information and persuade the customers to
peruse. That is the skills that the salespeople must have to sell products. Inamizu N et al
(12) demonstrated that there are five steps in sales: preparation, approaching, interview,
presentation and closing. Item “preparation” measures technical skills. Items
“interview” and “approaching” measure interpersonal skills. Items and “presentation”
and “closing” measure salesmanship skills. Preparation is an activity that the salespeople
collect information of the company’s products as well as the products of other
competitors in the market. Also the salespeople should know the customer segment that
is suitable for the product they want to sell. Approaching refers the activity that the
salespeople build the relationship and the trust with the customers. Interview is the step
which the salespeople have to really listen to the information of the customers to
understand their expectation as well as their needs. Presentation involves the stage that
23