MBA CAPSTONE PROJECT REPORT

REPORT

BUILDING STRATEGIES TO
DIFFERENTIATE TILE PRODUCTS OF
VIGLACERA THANG LONG JOINT
STOCK COMPANY

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MBA CAPSTONE PROJECT REPORT

TABLE OF CONTENT
Content

page

TABLE OF CONTENT

3

LIST OF TABLES AND FIGURES

6

INTRODUCTION

7

Chapter 1. THEORETICAL BACKGROUND
I. OVERVIEW OF BUSINESS STRATEGIES

9

1. Concepts

9

2. Strategy classification

9

3. Factors affecting a company’s strategies

10

II. PROCEDURE IN BUILDING STRATEGIES

16

1. SWOT Analysis

16

2. Basic business strategies

18

3. Selection of the optimal strategies


24

Chapter 2. BUSINESS REALITY IN VIGLACERA THANG

25

LONG JOINT STOCK COMPANY
I. GENERAL INTRODUCTION ABOUT VIGLACERA THANG

25

LONG JOINT STOCK COMPANY
1. Establishment and development

25

2. Organization structure

26

3. The main business activities, products and technology process

28

II. PRODUCTION AND BUSINESS REALITY

31

1. Production


31

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2. Sales
3. Finance

34

4. Investment and basic construction

38
38

III. BUSINESS STRATEGIES BEING APPLIED

39

Chapter 3. BUILDING STRATEGIES TO DIFFERENTIATE TILE

PRODUCTS OF VIGLACERA THANG LONG JOINT STOCK
COMPANY
I. BASIC ANALYSIS FOR BUILDING STRATEGIES

40


1. Macro environment analysis

40

2. Industrial environment analysis

43

3. Internal company analysis

48

II. DEVELOPMENT ORIENTATION OF THE COMPANY

51

1. SWOT synthesis

51

2. Strategic orientation

53

3. Strategic aims

53

III. IDENTIFYING VISIONS, MISSIONS, AND OBJECTIVES


54

IV. STRATEGY SELECTION

55

V. STRATEGIC SOLUTIONS

57

1. Maximize the available resources to maintain stable production

59

and reduce production costs, maintain stable revenue and profits
2. Investment in repair, renovation or replacement of some major

59

equipment
3. Marketing, enlisting the customers’ support to promote the

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consumption of the products.

4. Research and Development

64

5. Finance

64

6. Organization of human resources

64

CONCLUSION

66

REFERENCES

67

LIST OF TABLES
Tables

Page

Table 2.1: Production Results in 2010

33

Table 2.2: Revenues by regions


35

Table 2.3: Consumption by regions

35

Table 2.4: Average selling price by regions

35

Table 2.5: Revenue by product lines

36

Table 2.6: Consumption by product lines

36

Table 2.7: Average selling price by product lines

37

Table 2.8: Basic financial expense

38

Table 2.9: Analysis of competitive wall tiles

45


Table 2.10: Analysis of competitive floor tiles

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Table 2.11: Analysis of competitors

47

Table 3.1: SWOT analysis

51

Table 3.2: Selecting strategy basing on GREAT model

56

Table 3.3: Prices of products

57

Table 3.4: Lists of investment equipment

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LIST OF FIGURES
Figure 1.1: Simplest SWOT analysis model

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Figure 2.1: Organization structure

26

Figure 2.2: Technology Flowchart

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MBA CAPSTONE PROJECT REPORT

INTRODUCTION
1. The necessity of the capstone project report
In the business world, gaining competitive advantage and successfully competing
against competitors is a challenge for any business. Therefore, every business must
get a business strategy right, and then implement it effectively. Business strategy
must be built on the basis of accurate assessment, opportunities and challenges
delivered by the external environment as well as strengths and weaknesses in the
internal business.
Viglacera Thang Long Joint Stock Company is an enterprise specializing in
manufacturing and trading ceramic tile products. In the period of 10 years, though
there were many good conditions, Viglacera Thang Long could not achieve the
desired effects. One of the main causes affecting the production efficiency of

Viglacera Thang Long is the orientation and development of the product range.
Through knowledge of strategic business management acquired during the
training program, we analyzed and suggested "Building strategies to differentiate
tile products of Viglacera Thang Long Joint Stock Company" and selected as the
topic of our capstone project report.
2. The aims of the capstone project report
The aims of the research are synthesizing, analyzing and proposing strategies, as
well as offering specific solutions to implement the strategies in Viglacera Thang
Long Joint Stock Company.
3. The subject and scope of the capstone project report
The range of issues affecting directly and indirectly to the business reality of Thang
Long Viglacera as well as the influential factors in the process of building strategies to
differentiate the product range are discussed.

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Spacial scope: Viglacera Thang Long Joint Stock Company.
Time scope: The period from 2009 till the end of 2010.
4. Report structure
This capstone project report consists of 3 chapters:
Chapter 1: Theoretical background of the building business strategies.
Chapter 2: Business reality in Viglacera Thang Long Joint Stock Company.
Chapter 3: Building strategies to differentiate tile products of Viglacera Thang
Long Joint Stock Company.

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Chapter 1
THEORETICAL BACKGROUND
I. OVERVIEW OF BUSINESS STRATEGIES
1. Concepts
We consider some definitions of business strategy by some scholars to draw the
fundamental characteristics of business strategy.
According to Chandler (1962), the strategy identifies goals and objectives of
long-term basis, applies a sequence of actions, allocation of necessary resources.
According to Quinn (1980), strategy is a pattern or plan to integrate the major
objectives, policies and action sequences into a cohesive and rigorous whole.
Johnson and Scholes explained that strategy is the direction and scope of an
organization to gain long-term competitive advantage for organizations to adopt the
format of its resources in a changing environment, to meet market demand and
satisfy the expectations of our stakeholders.
Through the above definitions, we can draw conclusions that strategy of a
business is the combination of decisions and decisions relating to the choice of
facilities and the allocation of resources to achieve goals.
Important goal of a business is to achieve a better strategic position than its
competitors.
2. Strategy classification
Basing on the different views, we should have correct identification of the
strategic level. However, commonly strategies are divided into three levels as
follows:

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Group-level strategies (Company-level strategies): Towards a general purpose and
scope of the organization, they are statements about long-term goals and the
development orientation of that company or corporation.
Business unit-level strategies: Related to how a company can successfully compete
in a market (or a market segment). It reflects the business’s beliefs in where and
how they can gain a competitive advantage over its rivals.
Functional strategies (Action strategies): is the detailed proclamation about the
objectives and methods of short-term action that are used by the functional
departments (Production, Marketing, Finance, R & D ...) to achieve short-term
goals of the SBU and long-term goals of the organization.
3. Factors affecting a company’s strategies
3.1. External environment
This is a group of factors that create opportunities and threats for companies in
competitive conditions.
3.1.1. Macro environment
+ Macroeconomic environment
It causes impacts on businesses and industries. States of the macroeconomic
environment determine the health and prosperity of the economy. Most of these
strategies in a certain degree depend on what is happening in the local, regional or
global economy. The important factors in the macroeconomic environment include
the growth rate of the economy, interest rates, exchange rates and inflation rates,
etc.
+ Technology environment
Technology includes institutional activities related to the creation of new initiatives
and then applying it to meet the output that is products, processes and new materials

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... The changes and technological developments may affect the height of entry
barriers and reshape the industry structure.

+ Socio-cultural environment
It is related to social attitudes and cultural values. These social changes have
created opportunities and challenges for enterprises because the cultural values and
social attitudes form the foundation of society, it often leads to changes in the
technological, political - legal, economic and demographic conditions.
+ Demographic environment
Demographic segments in the macro environment are in relation to population,
age structure, geographic distribution, ethnic communities, and income distribution.

+ Politics - law environment
Politics and laws factors have a major impact on the level of the opportunities
and challenges from the environment. Enterprises need to analyze the relevant new
policies of the state management, the industry or government sector to adjust the
selection or priority of the labor law, antitrust law, tax law, etc.
In the global scale, the enterprises should also pay attention to political matters,
commercial law such as trade policies or protection barriers that are nation-specific.
+ Global environment
It concludes relevant global markets such as current changing market, the
international important political event, and institutional and cultural characteristics
in global market.
Globalization of business markets creates both opportunities and challenges. We
need to have an awareness of the different characteristics of social and cultural
institutions of the global market.


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3.1.2. Micro environment in the industry
Industry and competition analysis is a set of concepts and techniques for
clarification of key issues, which are prominent features of the economic sector,
competitive forces, the impact causing changes in the industry; position of
enterprises, other factors affecting the success or failure in competition and
attractiveness in terms of the ability to gain profit on average.
According to Michael E. Porter, there are five factors that create competition
within the sector:
+ The enter of potential competitors;
+ Level of competition between existing businesses in the industry;
+ Bargaining power of buyers;
+ Bargaining power of sellers;
+ Threats of substitute products.
The appearance of competitors
When new competitors enter the market, they often create new competitiveness.
When entering a new industry, new rivals will face certain barriers. Typically,
business is always trying to prevent potential competitors, make it difficult for them
to join the industry. The emergence of new competitors put pressure on the existing
business operations to more efficiently and gradually adapt to compete with new
properties.
Suppliers’ power
Suppliers can affect a particular industry by raising prices or reducing quality of
input requirements. Supplier has power when:

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+ A business is not an important client to the supplier.
+ Supplier’s goods or services are very important to businesses and it is less likely
to replace the goods or services of different suppliers because it causes costly
damage to businesses.
+ It threats downstream integration toward the industry and direct competition with
the business.
Buyers’ power
Buyers often ask for a discount, demand higher quality goods and services. They
even use the competitors’ goods or services if necessary.
Buyers are most powerful in the following cases:
+ Buy in bulk.
+ The buyer is satisfied with the purchase from several suppliers at once.
+ The buyer can choose, change suppliers at lower costs.
+ The buyer is capable of vertical integration.
The presence of substitute products
Substitute products may limit the potential development of an industry or its
profit. They limit the ability to set high prices, and lead to limiting the profitability
of the business. An industry is considered unattractive if the entry barriers are low,
the threat level from strong competition with substitute products and intensity of
competition in the industry is high.
Competitors in the industry

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Competition in a sector can take place through intense rivalry when being
challenged by the actions of competitors or when businesses realize an opportunity
to improve its position in the market.
Enterprises in the sector are of mutual dependence, often attack and response to
each other. Level of competition in the industry depends on competitive industry
structure, the conditions of demand, and high barriers when leaving the industry.
The growth of demand tends to reduce competition and vice versa, the
competition is more intense as demands reduce.
3.2. Internal environment
Internal environment includes internal factors which businesses can control. The
internal environmental analysis is for determining the businesses’ strengths and
weaknesses to maximize their strengths and limit their weaknesses and try to turn
strengths into special ability if possible.
3.2.1. Resources, capabilities and core competencies.
Resources can be divided into two categories: tangible and intangible.
Tangible resources
They are the visible elements and can be measured (for example: equipment,
factories ...). Thus, tangible resources can be valued with financial reports.
Intangible resources
Invisible resources are potential factors that contribute to the core of the
business. These factors are not visible, so the competitors often do not know. As a
result, enterprises tend to use those resources as a base for your core competencies.
Basing on the theory and reality, invisible resources are more sustainable, so it is a
more solid basis for competitive advantage.
Capacities

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Capacity is the business’s ability to mobilize resources gathered by purpose to
achieve the desired results. Knowledge of human resources enterprise owns is one
of the most important ability of the business; it can be the starting point for
competitive advantages.
Core competences
Core competencies are resources and abilities used to form competitive
advantage to overcome the opponents. Businesses are always aiming to identify
their core competencies on the basis of available resources and capacity.
Building up core competences
There are four standards for core competencies. They are value, rareness, and
difficulty in imitation and replacement.
+ Value
Valuable capacities are entered as the capacity to create value for business by
exploiting opportunities and reconciliation the risks and challenges in the external
business environment.
+ Rareness
These are abilities that many businesses could find, even existing or potential
competitors could. Competitive advantage can be formed when the businesses grow
and exploit their own abilities that rivals do not have.

+ Difficulty in imitation (or expensive if imitation)
This capacity must be that opponents are difficult to imitate or have to spend
great expense to copy. Capacity becomes difficult to be imitated when cause-effect
relationship between the ability of the business and competitive advantage is
confusing. A certain number of capabilities in enterprises were formed and

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developed, but maybe because of their own historical conditions (Businesses could
develop because they started in the right place and at right time).
+Capacities that cannot be replaced
They are the capacity at no strategic equality. Intangible capacities are often
difficult to alternative and create more difficulties than the tangible abilities for
opponents to search for resemblance.
Capacity to participate in competitive advantage should not be equally valuable
in strategies with other resources that are not rare or imitable.
3.2.2. Outsourcing
It is the purchase of the value-creating activities from external sources. The main
cause of the outsourcing due to the business’s limited capacity and lack of
ownership of resources and capacities needed to be able to perform better than
functional and supporting activities in the chain value. Today, the trend of
outsourcing is increasingly growing.

II. PROCEDURE IN BUILDING STRATEGIES
In this thesis, the authors approached the strategy building procedure basing on
the SWOT analysis (Matrix of Opportunities - Threats and Strengths – Weaknesses)
1. SWOT analysis
SWOT analysis allows businesses to see clearly these above issues, which is the
base of the building up ad selection of the right strategies.
Opportunities: The environmental conditions of operation have impacts on the
business’s benefit. Some main trends such as relationships with suppliers and

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MBA CAPSTONE PROJECT REPORT

customers, technological developments and changes in competition, and the law can
create opportunities for businesses.
Threats: They are the environmental conditions of operation that have bad impacts
on businesses. For example, the market penetrations of the competitors’, the
increasing power of suppliers or customers, a decrease in the growth of the
market ... are always a risk for enterprises
Strengths: They conclude resources and capabilities of the business that are
controlled and managed so that they can create advantages compared to other
competitors in meeting customer needs.
Weaknesses: Restrictions, the lack of resources and capabilities of enterprises in
relation to competitors create disadvantages for businesses in meeting customers'
needs.
Figure 1.1 : Simplest SWOT analysis model

O – Opportunities

T – Threats

S – Strengths

S – O: Capitalize on
your strengths to
take advantage of
opportunities.

S – T:

W -Weaknesses


Internal environment analysis

External environment analysis

W – O:
Troubleshoot weak
points, took
advantage of
opportunities.

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Capitalize on your
strengths to limit
and avoid risks.
W – T:
Troubleshoot weak
points to overcome
difficulties.


MBA CAPSTONE PROJECT REPORT

Business will determine the overall strategies through the results integrated by
SWOT analysis. It may be one of four parties following strategies:
+ S - O Strategy (Strengths - Opportunities): Use internal strengths to exploit
business’s opportunities of the external environment.
+ S - T Strategy (Strengths - Threats): Use the strengths of the business to
avoid or reduce the threats from the external environment.

+ W – O Strategy (Weaknesses - Opportunities): Overcome the weaknesses
within by utilizing the opportunities from the external environment.
+ W – T Strategy (Weaknesses – Threats): Try to avoid, reduce weaknesses
inside, from outside threats. Here are strategies to minimize weaknesses inside and
avoid external threats.
2. Basic business strategies
Main clients are the foundation for successful business strategy. A business that
is customer-centered and market-oriented focuses more on customer development
when planning their strategies. There are some factors that need to be determined:
The groups of customers - who will be satisfied?
Needs of target customers - what to satisfy?
How to satisfy customers’ needs through the implementation of business
strategies?
According to Michael Porter, the advantages of a business will always be in one
of the two factors, which are the cost advantage and product differentiation. Based
on the advantages, enterprises will pursue three strategies: cost leadership, product
differentiation and focus strategy.

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+ Cost leadership strategy (low cost strategy):
When determining the leading of cost, enterprises will choose to focus on the
size and product differentiation will be little. Leader in the costs are often concerned
with large market and regular priced products and services that are lower than its
competitors to attract customers. To gain a business advantage on costs, there are
some affecting factors, for example, large production scale, raw material incentives,
technology proprietary and service levels. ..

Businesses have to perform better than their competitors through all activities in
order to produce goods or services at lower cost than competitors’.
Businesses that have advantages in costs can resist the pressure of encroaching
competition from low-cost sector.
When there are alternative products to penetrate the market, enterprise can be
applied discounts to be ready to compete and maintain stable market shares because
their price is always a key factor to the large buyers.
When other business sectors join, usually one of the conditions must be
consistent with the cost or value of the leader (as one of the elements of the fence to
join). Thus, leading in the cost will be safe to some extent if we maintain our cost
advantage.
Cost-leading strategy has some potential risks, for example, competitors try to
produce at lower costs and stay competitive. In case equipment, production
technology is old and outdated, the opponents’ application of new technologies or
improved technology systems and equipment investment in new, modern
production allows them to produce at lower costs.
Another risky factor for cost-leading strategy is imitation. Rivals are sometimes
successful in imitating what the leader does about the costs. Thus, there will be

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fierce competition on prices, businesses are forced to attempt to lower price or add
additional features to products but keep the original purchase price.
If the leaders focus too much on costs through reducing costs, they tend not to
track changes in consumer tastes and competitive scale. Therefore, businesses may
forget the consolidation and development of the market.
+ Product differentiation Strategy- This is the strategy chosen as the research

subject of the authors.
The aim of differentiation is to achieve competitive advantage by creating
products / services with different features that consumers think are unique.
Businesses apply this strategy to satisfy the needs of consumers in a way that
competitors can not have; thereby allowing them to set product prices significantly
higher than the industry average. Unlike the strategy of leading on costs, product
differentiation is aimed at increasing revenue by setting high prices, while
customers are willing to pay that price because of belief in quality and different
value in unique products.
Basis for differentiation is potential. For example, with a product line,
differentiation is in space and time, in conformity with the age and socioeconomic
groups, etc.
Typically, businesses with product differentiation expect to have level of
differences as much as possible to gain competitive advantage. Product
differentiation mainly has three basic criteria: innovation, adaptation to customers,
and quality. New features are the source of differentiation. When the characteristics
and features of the product have real appeal to customers, it is reflected in the
ability to meet the customers’ expectations and psychology, it is more associated
with their status, pride ... differentiation strategy will promote the power.

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When a business pursue a particular capability, the business will focus on
organizing and providing resources to create distinct advantage together with an
investment and support from leaders and relevant parts of the business.
Strategy of product differentiation requires businesses to create competitive
advantage from the choice of customers, markets and unique ability to reinforce

each other to increase the value of goods and services under the eyes and thought of
the customers.
The problem for business differentiation is to pay proper attention to
communication activities to provide promotional information about the unique
characteristics and differences in their products so that customers understand and
feel the unique characteristics and differences compared with the competitors’
products.
When the characteristics and features of products meet customers’ expectations,
there is a real attraction for customers; it will become a valuable intangible asset,
that's loyalty in this brand. Loyalty to the brand brings great significance to the
business in the defense the pressure of competition.
Product differentiation and brand loyalty help create barriers for others to join the
industry. When you want to join the industry, the new business must create strong,
unique abilities to compete with businesses operating in the industry. For a new
business, responding to this problem will be difficult and costly.
Differentiation and loyalty to products will reduce the threat of substitute
products, simply because of the unique, special features of the product and
customers’ loyalty for the brand that are not easily broken.
Some issues need attention and strict control of product differentiation. That is
competitors can mimic products, which leads to difficulties in maintaining high
prices. If differentiation is just in designs or physical characteristics of the

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product ... (i.e. the difference created by simple source, easily recognizable form of
matter, lack of depth), the risks are greater for imitation. The highly competitive
difference is often rooted in the research process or otherwise has the effect of gray

matter, of thinking and hard to identify sources in general. Therefore, the product
differentiation does not allow underestimated the cost problem, of course the price
difference is greater than the additional costs to make a difference. Otherwise,
businesses would lose competitive advantage. As enterprises deploy executable
product differentiation, we need to consider carefully the cost of creating a
reasonable difference, and to reduce costs in the stages or parts that do not make a
difference.
In this moment, with the development of science and technology, with the
explosion of information technology and changes in more flexible and more diverse
production techniques have made the delineation between strategic lead on costs
and product differentiation becomes less clear. The business can easily be found
both benefit from more strategic, so the company is fully capable of pursuing
product differentiation at low cost (of course there are some extents and limits) ,
That is both cost leader and product differentiation.
As mentioned, the product differentiation is highly competitive, often associated
with high costs because of the need to create models of different products for each
market segment, leading to shorter product cycle of production to increase the
production costs. The company tries to produce large shipments to increase
competitiveness with the leading costs.
Another factor is higher marketing costs to meet various market segments.
Measures that can help reduce both production and marketing costs is when
companies create products with high life expectancy, which contributes to limiting
the number of models in the products, while promoting the sales of package product
options.

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+ Focusing strategy
Competitively focusing strategy is primarily oriented to serve the needs of a
limited group of consumers or a market segment to take maximum advantage of
small businesses to compete with larger rivals.
The strategy focuses on creating an opportunity for entrepreneurs to fill the space
of needs from the customers. There will be a case that enterprises compete with
other ones with differentiated products in one or a few market segments.
In essence, businesses can focus as a product differentiation or cost leader
specialization and they can have many ways to develop competitive advantage. If
businesses focus only use low-cost strategy, they will have to compete with leading
business cost in the market segments in this market and they have no cost
advantage.
Business focus may pursue a certain ability to separate based on the conditions of
low-cost advantage or product differentiation.
With the power suppliers, because the amount of raw materials purchased in
small quantities should focus on business at a disadvantage in price.
A crucial issue is the focus of the market can suddenly reduce market share or
disappear because of technological changes or changes in consumer preferences.
This is the reason why many small businesses fail.
+ Combines strategies
According to Michael Porter, for long-term success, each business should choose
only one of three generic strategies mentioned above. If at the same time pursuing
all three objectives, the business will fall into the embarrassing situation, easy to
lose control and gain competitive advantage. According to Michael Porter, the
enterprise wants to apply various strategies to achieve success must often establish
separate business units and each unit will pursue a strategy.

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Others suggests that pursuing a single strategy is not necessarily the right option,
because customers often find satisfaction in many ways combines quality, style,
convenience and price within a reasonable product.
3. Selection of the optimal strategy
Businesses can not simultaneously perform all of the strategies as this will take a
lot of resources and may not be effective. Therefore, should have the choice to offer
a strategy is considered optimal. The analysis and selection strategy is based on the
following criteria:
+ Does the strategy create a competitive advantage?
+ Can strategy reach your goals? Is the strategy in conflict with others? Are the
risks associated with strategic accepted or not?
+ Is the time right? Is there other important consideration?
+ Has the strategy been combined with internal policies, the manner of
management, operating philosophy can not form, is appropriate to the context
environment? Is it consistent with the organizational structure of business? Is the
strategy adequate to human resources and financial matters?

+ Oother related issues
On the basis of general SWOT analysis indicated specific factors Strengths Opportunities, Weaknesses - Opportunities, strengths - risk, vulnerability - risk
matrix and using criteria to see GREAT Consider the basic norms of basic
orientation to choose the core strategies that business can pursue:

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Chapter 2

BUSINESS REALITY
IN VIGLACERA THANG LONG JOINT STOCK COMPANY
I. GENERAL INTRODUCTION ABOUT VIGLACERA THANG LONG
JOINT STOCK COMPANY
1. Establishment and development
Viglacera Thang Long Joint Stock Company is the member units affiliated Glass
and Ceramic Construction Corporation. The address is Phuc Thang Ward - Phuc
Yen Town - Vinh Phuc province.
It was established by Decision No. 1379/QD - MOC on 22 September 2000 by
the Minister of Construction under the name Thang Long Ceramic Factory. In 2000,
the factory has 01 production line with capacity of wall tiles of 3.5 million m2 per
year.
On14/01/2002, the factory was renamed Thang Long Ceramic Company to
match production and business activities by the Ministry of Construction. In 2002,
the company invested its capacity production line of 1 to 4.0 million m2 per year
and invest in the production line of 02 ceramic wall tiles with a capacity of 1.5
million m2 per year. Total capacity was 5.5 million m2 per year (Factory 1).
On 01/08/2003 the company merged with Tien Son Granite Brick Company, and
named Thang Long Viglacera Tile Company.
Implementation of the policy reform of State enterprises, the Decision of the
Minister of 1778/QD-BXD built on 31/12/2003, the company officially converted
to perform in the form of a joint stock company and it was renamed Viglacera
Thang Long Tile Joint Stock Company with the chartered capital of 18 billion dong.

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In 2005, the company invested to expand the production line tiles with a capacity

of 3.0 million m2 per year (Factory 2).
After being renamed until September 05/2007, the company has raised capital to
22.5 billion dong. In August 2008, the company raises its chartered capital to 70
billion dong and keeps up to date.
In April 2010, the company changed its name to Viglacera Thang Long Joint
Stock Company.
2. Organization structure
Figure2.1: Organization structure
Board of Shareholders

Control Board

Board

Director

Deputy Director of
Production

Plant 1
Plant 2

Deputy Director of
Sales

Functional
departments

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Sales