Dissatisfaction on commision of pos salesman in ho chi minh city at mirae asset finance company (vietnam)

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

Nguyen Thi Hoang My

Thesis

DISSATISFACTION ON COMMISION
OF POS SALESMAN IN HOCHIMINH CITY
AT MIRAE ASSET FINANCE COMPANY (VIETNAM)
…………………………

MASTER OF BUSINESS ADMINISTRATION
SUPERVISOR: ASSOC P. TRAN HA MINH QUAN
Hochiminh City – 2021


SUPERVISOR’S CONFIRMATION

Student name: NGUYEN THI HOANG MY
Student ID: 22170029
Thesis title:

DISSATISFACTION ON COMMISSION OF POS SALESMAN IN
HOCHIMINH CITY AT MIRAE ASSET FINANCE COMPANY
(VIETNAM)

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 Completed content
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Supervisor’s Signature


TABLE OF CONTENTS
EXECUTIVE SUMMARY ............................................................................................ 3
LIST OF FIGURES ........................................................................................................ 4
LIST OF TABLES .......................................................................................................... 6
ABBREVIATION .......................................................................................................... 8
CHAPTER 1: COMPANY BACKGROUND ................................................................ 9
1.1.
1.2.
1.3.
1.4.
1.5.
1.6.
1.7.

1.8.
1.9.

HISTORY ........................................................................................................... 9
BUSINESS PERFORMANCE ............................................................................... 11
VISION ............................................................................................................ 12
MISSION .......................................................................................................... 13
PRODUCT ........................................................................................................ 13
ORGANIZATION CHART OF MAFC.................................................................. 15
INSTALLMENT LOAN DEPARTMENT (POS DEPT.) ........................................... 16
TARGET CUSTOMER ........................................................................................ 16
MARKET SHARE .............................................................................................. 17

CHAPTER 2: PROBLEM INDENTIFICATION ........................................................ 18
2.1. PROBLEM CONTEXT ........................................................................................ 18
2.2. SYMPTOM: ...................................................................................................... 19
2.3. POTENTIAL PROBLEMS ................................................................................... 21
2.3.1. Incompatible work ...................................................................................... 22
2.3.2. Poor performance of Leadership ................................................................ 25
2.3.3. Dissatisfaction on commission ................................................................... 27
2.4. HIGH COMPETITION ........................................................................................ 30
2.5. MAIN PROBLEM VALIDATION ......................................................................... 31
CONCLUSION ............................................................................................................. 33
2.6. PROBLEM CONSEQUENCES .............................................................................. 33
2.6.1. Impact on Individuals: Lack of opportunities for promotions ................... 34
2.6.2. Impact on Organization: High turnover rate: ............................................. 34
CHAPTER 3: CAUSE OF PROBLEM ........................................................................ 36
3.1. POTENTIAL CAUSES ........................................................................................ 36
3.1.1. Miscommunication on commision policy of Salesman ............................. 36
3.1.2. Low of competition in commission policy ................................................. 36

3.1.3. Poor salesman skills ................................................................................... 37
3.2. REAL CAUSES: ................................................................................................ 37
3.2.1. Miscommunication on commision policy of POS Salesman ..................... 38
3.2.2. Low of competition on commission policy of POS Salesman ................... 39
1


3.2.3. Poor salesman skills ................................................................................... 40
3.3. MAIN CAUSE VALIDATION .............................................................................. 41
CHAPTER 4: SOLUTION ........................................................................................... 44
4.1.

ALTERNATIVE SOLUTION 1: BUILDING AN ORIENTATION TRAINING COURSE
FOR POS SALESMAN ABOUT COMMISION POLICY ...................................................... 44
4.2. ALTERNATIVE SOLUTION2: BUILDING A TWO-WAY COMMUNICATION
SYSTEM ...................................................................................................................... 46
4.3. ALTERNATIVE SOLUTION 3: PROVIDING A PAY STATEMENT OF POS
SALESMAN’S COMMISSION ......................................................................................... 48
4.4. SOLUTION SELECTION..................................................................................... 51
CHAPTER 5: ACTION PLAN .................................................................................... 53
CHAPTER 6: CONCLUSION ..................................................................................... 56
CHAPTER 7: SUPPORTING INFORMATION ......................................................... 57
7.1. METHODOLOGY .............................................................................................. 57
7.2. POPULATION AND SAMPLING ......................................................................... 57
7.3. INTERVIEW TRANSCRIPTS: ............................................................................. 58
7.3.1. Potential Problems Interview Transcripts: ................................................. 58
7.3.2. Problem Validation Interview Transcripts: ................................................ 64
7.3.3. Cause Validation Interview Transcripts: .................................................... 66
7.3.4. Solution Justification Interview Transcript ................................................ 69
7.4. COMMISSION POLICY FOR POS SALESMAN .................................................... 71

REFERENCE ............................................................................................................... 74

2


EXECUTIVE SUMMARY
Nowadays, buying and paying monthly installments is no longer strange to
Vietnamese consumers. High demand leads to abundant supply. There are dozens of
financial companies emerging with strong capital and diverse competitive strategies.
Along with that is the talent attraction strategy that companies build to own a dynamic
workforce to increase the competitiveness of the business compared to the competition.
Mirae Asset Finance Company (Vietnam) is not a new brand name in the financial
industry, but it is a new comer in the field of consumer installment loans. Its Installment
Loan department was only established 3 years ago compared to the company's 10-year
history. Currently, when Installment Loan department is trying to expand its sales
system by increasing human resources, the turnover rate of POS salesman in Hochiminh
region is too high. It shows that a large number of credits consultants in this area joined
the company and then left.
The purpose of this thesis to find out the problems of Installment Loan department
in Hochiminh city to get the situation and solve them. This report uses both of primary
data and secondary research to analyze as well as conduct in-depth interviews with POS
salesman and managers of Installment Loan department. It also bases on available
literatures to verify some possible problems which can be occurred. From that, the thesis
continuous to evaluate potential causes and combine with the MAFC's context to find
out the real cause that are really existing in the firm. Finally, with comments of
managers, thesis come to conclusion.
To sum up, the thesis finds out that Dissatisfaction on commission is the main
problem of high voluntary turnover rate of POS salesman in Hochiminh city at
Installment Loan department of Mirae Asset Finance Company (Vietnam). The main
cause which leads to this problem is the Miscommunication on commission. And the

best solution is building an orientation training course about commission policy for all
staffs including new and current POS salesman. This solution can improve the
satisfaction of POS salesman in Hochiminh city about their commission and therefore,
it increases POS salesman's productivity which get higher revenue for the company.

3


LIST OF FIGURES

Figure 1.1: Map of MAFG’s network .........................................................................(9)
Figure 1.2: All area of business in MAFG ...............................................................(10)
Figure 1.3: History and Milestone of MAFC ...........................................................(10)
Figure 1.4: Customer Growth of MAFC ..................................................................(11)
Figure 1.5: ASEAN Business Award 2020 Combating Covid – 19 .........................(12)
Figure 1.6: Four core values of MAFC ....................................................................(12)
Figure 1.7: Map products of MAFC .........................................................................(13)
Figure 1.8: Progress of a CDL/TWL ........................................................................(14)
Figure 1.9: Organization chart of MAFC .................................................................(15)
Figure 1.10: Structure of Installment Loan Department ...........................................(16)
Figure 1.11: Market share of finance companies in Vietnam (2018 – 2019) ...........(17)
Figure 2.1: Average Turnover Rate by Industry .......................................................(19)
Figure 2.2: Voluntary turnover rate of POS Salesman in POS – HCM ...................(21)
Figure 2.3: Reasons for resignation of POS salesman – Source: HR department
....................................................................................................................................(23)
Figure 2.4: Initial causes and effects map ................................................................(30)
Figure 2.5: Updated causes and effects map ............................................................(31)
Figure 3.1: Complaints of POS salesmen about commission (2019 – 2020) ...........(38)
Figure 3.2: Fish born map .........................................................................................(41)
Figure 3.3: Ideas of POS salesman for main factor make their dissatisfaction on

commission ................................................................................................................(42)
Figure 3.4: Final cause and effect map .....................................................................(43)
Figure 4.1: The Kirkpatrick's Four-Level Training Evaluation Model ....................(44)

4


Figure 4.2: Model of a Proposed Two – way communication system at MAFC
....................................................................................................................................(47)
Figure 4.3: Proposed interface of the two – way communication system at
MAFC ........................................................................................................................(47)
Figure 4.4: Current pay statement provided to POS salesman .................................(49)
Figure 4.5: Form of detailed commission on communication system ......................(50)
Figure 4.6: Proposed Change in Format of Payment Statements for POS
salesman .....................................................................................................................(51)

5


LIST OF TABLES
Table 2.1: Number of POS Salesman in Hochiminh from 2018 to 2020 - Source:
Installment Loan dept ................................................................................................(20)
Table 2.2: Voluntary turnover rate of POS Salesman in Hochiminh from 2018 to
2020 - Source: HR dept .............................................................................................(20)
Table 2.3: Transcripts interview with Mr. Minh and Ms. Ngan to validate main
problem ......................................................................................................................(32)
Table 3.1: Number of complaints’ POS Salesmen in Hochiminh from 2019 to
2020 - Source: Installment Loan dept. .......................................................................(38)
Table 3.2: Commission in comparison among rivals ...............................................(40)
Table 4.1: The costs of orientation training course about commission policy for

POS salesman ............................................................................................................(46)
Table 4.2: The cost of building a pay statements ......................................................(48)
Table 4.3: Solution comparison ................................................................................(51)
Table 5.1: Action plan of orientation training course ...............................................(55)
Table 7.1: Interview transcript with ASM – Mr. Minh for potential problems ........(59)
Table 7.2: Interview transcript with Ms. Nguyen Thi Van Anh - POS salesman of
POS - HCM for potential problems ...........................................................................(60)
Table 7.3: Interview transcript with Ms. Pham Thi Thanh Loan - POS salesman
of POS - HCM for potential problems .......................................................................(61)
Table 7.4: Interview transcript with Mr Nguyen Thanh Binh - POS salesman of
POS - HCM for potential problems ...........................................................................(61)
Table 7.5: Interview transcript with Mr Nguyen Cong Duy - POS salesman of POS
- HCM for potential problems ...................................................................................(62)
Table 7.6: Interview transcript with Mr. La Thanh Long - POS salesman of POS
- HCM for potential problems ...................................................................................(63)
Table 7.7: Interview transcript with Mr. Le Van Tien - POS salesman of POS HCM for potential problems ......................................................................................(63)
Table 7.8: Interview transcript with Mr. Nguyen Chi Dung - POS Sales Supervisor
of POS - HCM for potential problems .......................................................................(64)

6


Table 7.9: Problem Evaluation Interview Transcript ................................................(65)
Table 7.10: Interview transcript with POS Sales Admin Supervior .........................(66)
Table 7.11: Interview transcript with Mr. Minh – ASM about potential causes ......(67)
Table 7.12: Survey for the main cause with 100 POS Salesmen in Hochiminh city...... (68)
Table 7.13: Main Causes Evaluation Interview Transcript ......................................(68)
Table 7.14: Interview transcript with Mr. Phuoc about alternative solution ............(69)
Table 7.15: Interview transcript with Mr. Minh – ASM about alternative solution ..(70)
Table 7.16: Alternative solution and solution selection interview transcript ...........(70)

Table 7.17: Survey for the final solution with 8 POS Sales supervisors in
Hochiminh city ..........................................................................................................(71)

7


ABBREVIATION
Index

Abbreviation

Description

1

MAFG

Mirae Asset Financial Group

2

DIG

Digital Innovation Group

3

MAFC

Mirae Asset Financial Company (Vietnam)

4

CDL

Consumer Durable Loan

5

TWL

Two-Wheel Loan (TWL)

6

POS dept.

Installment Loan Department

7

POS

Point of Sales

8

UND

Underwriting

9

BOD

Board of Directors

10

DSR

Direct sales

11

HOD

Head of department

12

SPL

Service Packet Loan

13

VTR

Voluntary Turnover Rate

14

ITR

Involuntary Turnover Rate

15

C&B

Compensation and Benefits

8


CHAPTER 1: COMPANY BACKGROUND
1.1.

History
Mirae Asset Financial Group (MAFG) was established in Korea, in 1997 by Mr.

Hyeon Joo Park – Founder and Global Investment Strategy Officer. With founding
philosophy that values people and embrace the future with an open mind, Mirae Asset
has been continuing to expand its business in Korea and has presented in other 14
countries as Asia, Europe and North America. As of December 2019, MAFG’s Total
Equity Capital is $13.3 billion and managed assets worth more than $398 billion and
had more than 12,600 employees. MAFG is delivering its innovative investment
solutions and increasing its presence globally.

Figure 1.1: Map of MAFG’s network - Source: Digital Innovation Group of MAFC
Mirae Asset challenges itself to pursue innovation in all area of business such as:
Asset management, Insurance, Financial services, Investment banking, Social
contribution, etc.

9


Figure 1.2: All area of business in MAFG - Source: DIG of MAFC
Mirae Asset Financial Company (Vietnam) –
MAFC was found in 11th November, 2010 after
long-term development from a presentation office
of MAFG in Vietnam in 2006. MAFC put into
operation officially in 2011.

Figure 1.3: History and Milestone of MAFC - Source: DIG of MAFC

10


After 9 years of operation in Vietnam, MAFC has built the network of 50 provinces
nationwide in 3 main products: Installment Loan to buy Motorbikes, Installment Loan
to buy Consumer Durables, and Cash Loan.
End of 2020, MAFC has more than 5,500 Point of Sales (POS), more than 1,700
employees, 5000 agents, served 1,000,000 loan applicants with more than 650,000
customers.

Figure 1.4: Customer Growth of MAFC - Source: DIG of MAFC.
1.2.

Business performance
Global Brands Magazine and Global Banking & Finance Review – global

magazines based in London (UK) – recognized MAFC as: The Fastest Growing Finance
Company Vietnam in 2017, The Fastest Growing Finance Company Vietnam in 2018
and The Most Innovative Consumer Finance Company Vietnam in 2019.
MAFC got ASEAN Business Award 2020 Combating Covid – 19 by Saigon Times
CSR.

11


Figure 1.5: ASEAN Business Award 2020 Combating Covid – 19 – Source: DIG of
MAFC.
1.3.

Vision
MAFC pursue the optimal investment management strategy, always be with

customers in their long – term objects, and optimize opportunities for customers to
access the effective, legal and safe capital. MAFC have tried its best efforts to improve
its products year by year to reach these visions.
Four core values of MAFC are Client First, Objectivity, Teamwork and Citizenship.

Figure 1.6: Four core values of MAFC - Source: DIG of MAFC.

12


1.4.

Mission
Its mission is providing fully services to customers in over the world, including asset

management, investment banking and insurance.
1.5.

Product
MAFC has 3 key products: Cash Loan, Consumer Durable Loan (CDL), Two-

Wheel Loan (TWL)

Figure 1.7: Map products of MAFC - Source: DIG of MAFC.

13


Progress of a CDL/TWL with POS Salesman as below:

Figure 1.8: Progress of a CDL/TWL - Source from MAFC’s Installment Loan Dept.
Dealer: SME/company/franchise who cooperate with MAFC.
POS (Point of Sales): a place at Dealer’s shop for MAFC’s salesman have a meeting
with potential customers and consult them about products and make loan for customers
if they want.
Underwriting (UND): department will crosscheck and make a improvement for a
Loan.
Disbursement: after a Loan is approved, Dealer will give product to POS salesman.
POS salesman will give it to customer and take a picture to import on MAFC’s system
to make a disbursement process. Amount of money will be transfer to Dealer’s account
within 3 days.

Customer will repay money to MAFC monthly as schedule repayment via collection
channel of MAFC as Momo, Viettelpay, FPT shop, Thegioididong, etc.
14


1.6.

Organization chart of MAFC

Figure 1.9: Organization chart of MAFC - Source: From MAFC’s Human Resource
MAFC has 4 Board of Directors (BOD). They are Korean. Mr. Lee Yajong is CEO
and directly manages Internal Audit. Mr. Jin Se Hwan is Sales Director with 6 sales
departments such as: Direct sales (DSR), Telesales, Installment Loan (POS), Business
Operation, Investment Banking, and Stock Mortgage lending. Within this research, the
writer will focus on Installment Loan Department (POS dept.).

15


1.7.

Installment Loan Department (POS dept.)

Figure 1.10: Structure of Installment Loan Department - Source from POS Dept.
This department was established by Head of department (HOD) – Ms. Ngan in July
of 2017 with two main products of POS: TWL (motorcycle loan) and CDL (electric
loan, furniture loan, and bicycle loan). In 2020, it has just released a new product:
Service Packet Loan - SPL (beauty service loan, education loan, dentist loan).
It has 5 areas with Area Sales Manager (ASM) is leader of each area. Under ASM,
there are POS Sales Supervisors, and then there are POS Sales staffs.

Beside that, there are a POS Sales Admin team which support for all areas all over
the country. This team locates in Hochiminh city with Ms Ngoc is the leader. POS Sales
Admin team support for salesman about administration tasks relating to recruitment,
operation, commission and salary information, resignation procedure and other tasks
which assign by Head of department.
1.8.

Target customer
Customer: who want to buy motorcycle or cellphone, etc. by applying a Loan.

16


1.9.

Market share

Figure 1.11: Market share of finance companies in Vietnam (2018 – 2019) – Source:
Vietnambiz.
In 2019, VPBank Finance Company (FE Credit) led the consumer finance market
with 52 percentage when Home Credit was the second one with only 17% and HD
Saison got 11% in third position.
With remaining 20%, there are many finance companies such as: Shinhan Finance,
Lotte Finance, SHB Finance, Mcredit, Mirae Asset, JACCS, Fintech Co.
With 3% in 2018, Mirae Asset is considered as a new comer with small scales,
especially CD/TW fields. Its market share in 2019 reached higher score with 5%. It
became the fastest growing finance company in Vietnam.

17

CHAPTER 2: PROBLEM INDENTIFICATION
2.1.

Problem context
In the report on the impact of the Covid epidemic to the employment situation of

the General Statistics Office in 2020,

(33)

Covid - 19 broke out and spread globally,

severely affecting the world economy. The unemployment rate in 2020 has risen to
around 5.2% to 5.7% in many countries. In Vietnam, Covid - 19 has pushed 1.3 million
employees become unemployed, of which 51.6% were women, and most of them were
of working age (76.2%).
In a meeting about the business strategy in Covid-19 period and the company's
vision in next time in Vietnam, Mr. Lee Jayong - Chairman of Members’ Council of
Mirae Asset Finance Company (Vietnam)

(34)

announced that the company launched a

10 billion VND financial package to support customers who are experiencing difficulties
due to the Covid - 19 Epidemic. Sharing about the business result in Quarter 1 - 2020,
MAFC's sales increased by 60 % over the same period. In terms of personnel size, the
company has not had to cut any employees due to the impact of the epidemic.
In the 4th quarter 2020 meeting with the Installment Loan department, Mr. Jin Se

Hwan announced that company's goal in the next 3 years is expanding POS system all
over the country. It not only achieving higher expectations but it is also affirming
MAFC's position in the market. The target is ranking 3rd in the market share - after FE
Credit and Home Credit. To get this achievement, beside to develop more professional
information technology systems and working processes, the most important thing is
attracting and strongly strengthens human resources for Installment Loan department.
In opposite, the competitors of MAFC like FE Credit, Home Credit and HD Saison
had their own POS salesman with thousands of people for a long time. Therefore, the
expansion of MAFC is supposedly late compared to their rivals. In order to maintain its
business and get more market share, MAFC needs to have enough employees to expand
their financial services as well as maintain the current market segment in this area.
In another hand, beside pay many resources for recruiting and hiring and training
new employee, according to the Financial Express

(26)

the company may lose many

valuable undocumented experiences which embedded with leaving employees. Michel
18


et al.

(49)

mentioned that turnover and replacement costs account for roughly 50 – 60

percentage of a person's salary to have a new good staff in a same position. It is very big
cost that the company should not loss, especially under the negative effects of Covid –

19 epidemic.
2.2.

Symptom:
❖ High Turnover Rate of POS Salesman in Hochiminh city area
According to Ms. Thanh Nguyen - CEO of Anphabe,

(35)

for an organization to

operate stably, the rate of resignation should be at 10%. She also stated that the financial
industry often has higher turnover rate.

Figure 2.1: Average Turnover Rate by Industry - Source: Linked In.
According to a Compdata survey in May 2020

(36),

Average Turnover Rate of

Banking/Financial Services industry is over than 18 percent. It is the highest rate when
comparing with other industries. Addition,

(44)

job scarcity does not affect employee

transfers. Intention of change is the most important criteria of actual resignation.
In comparison with that of human resources in Installment Loan department at

MAFC, the writer discovered turnover rate of POS salesman in Hochiminh city is
significantly high.

19


Table 2.1: Number of POS Salesman in Hochiminh from 2018 to 2020 - Source:
Installment Loan dept.
Year
2018
Qtr3
Qtr4
2019
Qtr1
Qtr2
Qtr3
Qtr4
2020
Qtr1
Qtr2
Qtr3
Qtr4
Grand Total

Count of POS salesman - IN
13
6
7
22
5

5
8
4
122
5
11
59
47
157

Count of POS salesman OUT
2
1
1
15
5
1
2
7
51
7
10
16
18
68

On the company report of headcount data, POS salesman voluntary turnover reached
an alarming rate of 47% in 2019. Despite the effort of reassessing numerous practices
to help retain employees, success has remained elusive. In 2020, 43% of employees left
voluntarily, which is decreased in comparison with the previous year but still extremely

high in comparing with turnover rate of financial service industry.
Table 2.2: Voluntary turnover rate of POS Salesman in Hochiminh from 2018 to 2020
- Source: HR dept.
Year
Voluntary turnover rate

2018
14%

2019
47%

2020
43%

20


Figure 2.2: Voluntary turnover rate of POS Salesman in POS – HCM
POS – HCM is managed by Mr Tran Vo Quang Minh and 7 POS sales supervisors.
Based on the Headcount plan of 2020, the board of director of MAFC allowed POS HCM to recruit 150 employees in order to implement the business plan of their own
region. The number of sales employees that POS - HCM recruited in 2020 is 122 people.
However, the actual number of salesmen is just 89 people at the end of 2020. It is always
less than the number of employees is allowed to recruit. It only takes under 60% of the
demand of POS – HCM’s human resources.
Because of all above, high turnover rate of POS salesman in Hochiminh region is
an important and urgent issue in the organization which need to be resolved.
2.3.

Potential Problems

Based on organizational evidence and focus interviews, the study investigates many

fundamental subjective and objective factors that cause POS salesmen in Hochiminh
city to leave their jobs.
In order to find the reasons for high voluntary turnover rate of POS sales staffs at
Hochiminh Area in Installment Loan department, the writer found out database from
some departments, surveyed employees and made in-depth interviews with relevant
staffs to picture a prelimitary cause and effect tree.

21


2.3.1. Incompatible work
According to Wan & Shang

(65)

, every work has a motivational capacity that is

determined by the characteristics of work. Employees are motivated by job attributes to
exhibit favorable working attitudes like employment satisfaction and job outcomes such
as high performance and low turnover. This means that job characteristics and work
environment can influence turnover intention through work engagement mediation.
Sawatzky and Enns

(24)

discovered an effect of job commitment on turnover intention.

In addition, Santos et al. (58) showed that work participation acted as a process connecting

career characteristics and affective organizational commitment. Agarwal

(1)

mentioned

that job characteristics are particularly well-recognized as a key work environment
determinant of intention to leave

(27,31)

. Furthermore, Barick and Mount

(6)

concluded

that affective influences on voluntary turnover are dependent on personalities.
In case of turnover rate at MAFC, to evaluate effects of Characteristics of work on
intention of leaving, the writer conducted interviews with ASM of POS – HCM and 2
POS salesmen. According to Mr. Minh – Area Sales Manager of POS – Hochiminh
region, he mentioned Incompatible work is one of the challenges leading to high
turnover of POS salesman in Hochiminh city. Mr. Minh shared that:
“For some employees, this job is not fit for them. In recruiting process, we tried to describle the
most clearly about characteristic of work, policy of working time schedule, own experience about work
to candidate. They accepted to join our team. But after a few month, they told about imcompatitle work
and request to quit job”

*From database of HR department, HR Recruiment team was collected from
Resignation Form of POS salesman. They are showed in table below:

22


Figure 2.3: Reasons for resignation of POS salesman – Source: HR department
In figure 2.3, we also have 23 percent POS salesman chose Nature of work is the
main reason pushed them quit job. The writer conducted in-depth interviews with 02
POS salesman in this list to explore more the reasons why they quitted job.
❖ Ms. Van Anh told that she does not like work under high pressure everyday:
“It is not easy to have enough customers for all salesman. To get customer, I stand at door,
open the door when customers come and greeting to them. There are no rule about which salesman
of finance companies will make loan for customer if they have demand. It depends a part on
connection of salesman with shop manager. I am not clever on buidling relationship with customer
and shop manager so I cannot stand pressure on it”

To comply with company’s regulation and to get the commission, she needs to care
about PR3 ratio. It means that she needed to reject some applications if she found or felt
that customers will not install the loan to company, but there is a disadvantage, it is:
“After I rejected these application, shop manager is not happy with me because he want to
sell shop’s product and I do not have any proof show this customer is scammer. The relationship
between us is worse and I may not make enough sales amount for my target in this month”

Accepting and disbursement loans for customers is daily work of a POS salesman.
If condition of customer is not enough company’s requirement, POS salesmen need to
reject the loans immediately in peaceful situation to maintain relationship with dealers.
Working with high pressure everyday makes salesman stressfully and it is one of reasons
for them to quit job.

23