Poor key account management of salespeople at thanh an – ha noi

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Nguyen Thi Thanh Nhan POOR KEY ACCOUNT MANAGEMENT OF SALESPEOPLE AT THANH AN – HA NOI MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – 2019 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Nguyen Thi Thanh Nhan ID: 22170032 – MBus 8.2 POOR KEY ACCOUNT MANAGEMENT OF SALESPEOPLE AT THANH AN – HA NOI MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: Assoc Prof TRAN HA MINH QUAN Ho Chi Minh City – 2019 SUPERVISOR’S REPORT ON THE THESIS PROPOSAL SUBMITTED FOR DEGREE OF MASTER of BUSINESS ADMINSTRATION The thesis final title: POOR KEY ACCOUNT MANAGEMENT OF SALESPEOPLE AT THANH AN – HA NOI Student Name: Nguyen Thi Thanh Nhan Supervisor: Assoc Prof Tran Ha Minh Quan General comments  Remarks on the student’s attitude:  Remarks on the assignment’s academic quality: Overall assessment: Meet requirement for submitting Not meet requirement for submitting Other remarks: - Did the student follow the report schedule? Yes No Other ……………………………… - The Turnitin plagiarism percentage: Supervisor’s signature Table of Contents Executive Summary Chapter 1: Introduction 1.1 Company overview Chapter 2: Problem identification 2.1 Symptoms analysis 2.2 Initial cause-effect map 10 2.3 Updated cause-effect map 14 2.4 A discussion to eliminate some potential problems and focus on a central problem 16 Chapter 3: Problem justification 17 3.1 Problem definition 17 3.2 Problem existence 18 3.3 Problem importance and problem consequence 18 Chapter 4: Causes Validation 20 4.1 Causes informed by the theory 20 4.2 Causes validation 24 Chapter 5: Solutions 28 5.1 Alternative solutions 28 5.2 Implementation 29 5.2.1 Compensating 29 5.2.2 Action plan the solution 30 Chapter 6: Conclusions 37 Chapter 7: Supporting information 38 7.1 Methodology: 38 7.2 Interview transcript 38 7.2.1 7.2.2 Mr Ngoc – Sales Supervisor – four of five losing key accounts…………………38 Mr Thien – a Salesperson – one of five the failing key account 40 7.2.3 Mr Vu – Sales Manager of Spinal Team 42 References 46 List of tables Table 4.1: Operationalization of Constructs and Reliability Table 5.2: The incentive policy currently Table 5.3: The compensating policy Table 5.4: The extra suggested compensation Table 5.5: The extra suggested compensation List of figures Figure 2.1: The revenues of three year 2016, 2017, 2018 Figure 2.2: Average of revenue per a case Figure 3.3: The revenues of five key accounts in failure List of diagrams Diagram 1.1: The functional structure of the company Diagram 1.2: The functional structure of spinal department Diagram 2.1: Initial cause-effect map Diagram 2.2: Updated cause-effect map Diagram 4.1: Model of KAS effectiveness Diagram 4.2: Final cause and effect map Executive Summary In the context of this essay, it helps to have a more objective view of the issue in the organization For resolving the problems to improve the business performance, we have identified what is the real problem, limiting mistakes when identifying problems, namely a perception problem, and a target problem In order to identify the real problem, we must collect from many data sources as well as in-depth interviews with relevant people Furthermore, to determine where the problem comes from, considering all the ongoing company or department symptoms or potential risks are happens firstly Like this essay, the symptom is that sales of the five key accounts are reduced while total revenue still increases for three consecutive years from 2016 to 2018 Then, six factors have caused this symptom One of the six issues that can be solved during this time is poor key accounts management of salespeople This problem is currently present in the spinal team, and it will cause two serious consequences if not resolved soon Therefore, finding out the causes of the problem is the next step before there are comprehensive solutions Thanks to the theory, the two main causes of the weakness of business staff are identified, including intrapreneurial ability and poor communication Next, there are three alternative solutions like recruiting, training, and compensating that were identified for resolving this issue Nevertheless, compensation is the roof of cause in this situation Finally, the detail plan for a complete solution will be designed to suggest Because if the problem is not resolved thoroughly, it will not only that will this problem spread to other major units if not resolved early Thanks to this essay and the theories in this course, I have learned many ways to approach and identify problems in my actual business so that I can come up with appropriate solutions in each circumstances and times Chapter 1: Introduction 1.1 Company overview Thanh An Limited Company was found in 2001, which the headquarter is located in Hanoi city Besides, there are three offices in Ho Chi Minh, Da Nang and Can Tho with more 300 persons in 2018 Thanh An has distributed the equipment, devices and implants The strategy is that providing a complete system solution in Orthopedic, Neurosurgery departments, and Operating room in high technology medical equipment field to almost hospitals or clinics in Vietnam, like ICU; Imaging diagnosis; Medical training equipment The company divides the structure according to the product in charge, including groups of tools and equipment provided to the Orthopedic Trauma department; group of goods supplied to Neurology; endoscopic product team, and project equipment business Thanh An has over 15 years experienced up to now, which is one of the first firms in VN which bring the spinal technology to Vietnam from 2005 Many leading professional who had sent for training oversea by Thanh An, so a lot of advantages can gain in this field Although the market has been developed quickly, many another brands approached the hospital for giving more various products for the doctors choices not only quantity of products but also quality of implants For better the company understanding, the overview diagrams and functional personnel structure is showed below: Thanh An HN (310 persons) Ha Noi office (135 persons) Da Nang office (50 persons) Ho Chi Minh office (90 persons) Can Tho office (35 persons) Head of Branch HCM Admin & HR Dep Project Dep Accountant Dep Orthopedic Dep Sales Department Technical Support Dep Spinal Department Instrument products (2 persons) Endoscopic Dep Implant products (14 persons) Diagram 1.1: The functional structure of the company I am working in Spine Department buying implant of Medtronic brand as a Salesperson about years These products are high-tech goods Almost huge hospitals or specialize center are my customers through tenders or contracts or even quotations every year The Specialist spinal surgeons use these products to treat of patients by inputting to into a body in a cervical or a back vertebral In this project, the spinal team will be conduct to analysis The spine products are made by Medtronic – USA, and Thanh An is an exclusive distributor that sell to the hospital via the tender or contracts Moreover, ones are classified high-tech by Ministry of Health, so some big hospitals or specialize Clinics just have conducted this method such as Cho Ray, HTO, 115, Nguyen Tri Phuong,… In terms of personnel, there are 14 persons in the implant team including sales manager, salespeople, clinical supporting, and sales admin Diagram 1.2: The functional structure of spinal department Spine team (17 persons) Sales Manager (1) Instrument Salespeople (2) Sales Supervisor (5 Key accounts) Implant Salespeople (4) Salesperson (5 Key accounts) Clinical Team (9) Salesperson (4 Key accounts) Sales Admin (1) Salesperson (4 Key accounts) (2) Account growth In addition, a criterion to encourage growth on key accounts should be implemented Specifically, if customers with sales account for 7% of revenue, and have a growth rate of 100% or more compared to the previous year, they will be rewarded with 0.1% of the total revenue of for salesperson responsible As an example, when a unit considered meeting this criterion, in 2019, the actual revenue is 100 billion, of which Nguyen Dinh Chieu hospital has the revenue of 15 billion, up 114% with 2018 only billion As such, you will be rewarded with an additional 15 million VND at the end of the year The formula is as follows: Revenues in 2019 * 0.1% = 15 billion * 0.1% = 15 million Table 5.4: The extra suggested compensation Criterion Revenue of account revenue ≥ 7% Requirement A/ Compensation Total Meet both Growth of revenue of account A requirements compared the previous year ≥ 100% Revenue of account A x 0.1% Thus, the implementation plan can be summarized as follows:  Suggestion: according to tables 5.3 and 5.4  Time to apply: the new policy will be applied in 2020  People: all salespeople of Spinal products  The cost: the compensation costs increase less than 0.1% on total revenue  Benefits:  Encouraging the highest personal effort  Deserving to receive with the revenue achieved  Taking deeper development in major accounts  Creating more equity in the salespersons 34  Incomes: As competition is increasingly fierce, the spinal group is losing its marketleading competitive advantage and some exclusive products Moreover, sales have grown very rapidly in the last three years, specifically the increase of more than 40% per year, so the market share and market are entering the saturation phase Therefore, growth is forecast to increase by 10% in 2019 only in 2018 Moreover, to be able to exploit all resources, this suggested compensation policy is the best in the current and near future According to this bonus policy, it is expected that these main hospitals will grow by more than 100% and specifically as below: Table 5.: The extra suggested compensation No Hospitals Year 2018 (Thousand VND) Year 2019 (Predict) (Thousand VND) Nguyen Dinh Chieu 8,226,700 18,000,000 HTO 7,610,000 16,000,000 346,700 7,300,000 Trung Vuong 5,354,700 12,000,000 115 People 4,763,500 10,000,000 Total 63,300,000 175 Military Conclusion, any combination, a multi-goal approach could be more nearly aligned with firm objectives than easy volume schemes Sometimes, this includes starting from the beginning to design the main account management reward, which may be the following: compensated design, followed by goal setting, performance evaluation, and then divide rewards Last but not least, emotional responses are brought into awareness of justice in the process In that case of major account managers, the challenge of fairness is greater than that of selling in the field Primary account group members always expect the commission for their contribution to exploring business for strategic clients In additional complexity of designing a reward program for main account management, they 35 are often supported by a team The team may think that major account managers are not the only one who deserves to receive the incentives While rewarding a team, awareness of justice is very important to motivation Historically, this is a standard practice to receive team members equally for achieving specific goals Thus, due to stimulate maximum sales growth, employees who still retain the spirit of teamwork should still be rewarded according to the percentage of revenue achieved at the rate achieved and without the upper limit In closing, the current resources allowed in this context, these policies can be implemented in the short term However, it is advisable to build a strong customer relationship and marketing in the long-term as a solution 36 Chapter 6: Conclusions In short, recognizing the symptoms of a business problem is not simply that we can see it Sometimes, problems are not obvious instead in a hidden form Hence, it is very difficult to recognize, but it is very dangerous due to its impacts when we are easy to lose control and make difficult to react On the other hand, to ensure that we don't miss out on any issues that cause that symptom, we should read in the relevant articles that mention this trouble Therefore, it is advisable to take a comprehensive look at all of the smallest problems and to determine if it is really a problem The first step is very important for us to get the real issue, because the premise is not right, it will take time and cost to while ignoring urgent and more important issues In brief, the initial cause-effect map is drawn to give an overview of the symptoms and the problems it causes are compiled from the company data sources, specialized interviews and theoretical sources Then, it is necessary to determine whether this problem really exists in its organization and how important it is by answering the question of what its consequences will be if you not solve it Besides, arguing the problem of why the problem can be solved Next, finding out the main causes and sub-causes for this problem based on theoretical sources, thereby determining what causes the company is facing From these causes, we will find and choose the most suitable solution like my company is a reward This is the right solution for this time to explore and improve the efforts of salespeople as well as this policy can be enforced The problem, the weak issue of the salesperson in charge of the key accounts needs to be immediately alerted not by the five hospitals, but the problem lies in the bonus policy that has not yet evaluated and rewarded the individual capacity Further, if this situation persists, not only will this hospital year, but even larger hospitals like Cho Ray or Xuyen A hospital will gradually lose market share by subjective salespeople 37 Chapter 7: Supporting information 7.1 Methodology: Purpose – This document is to complete the Master's thesis by testing the application of theories learned in the department we are working to identify problems and make possible solutions Approach - Solutions to boost sales can be done in many ways In particular, the direct method by creating incentives for business staff to improve productivity by rewarding tools is quite realistic in the increasingly fierce market In addition, recruitment is also difficult to find suitable candidates Methodology - Qualitative method by in-depth interview many times with three personnel are two salespersons in charge of five key accounts and one Sales Manager of this products 7.2 Interview transcript 7.2.1 Mr Ngoc – Sales Supervisor – four of five losing key accounts Interviewer: Can you assess the business situation of the current spinal group as well as the accounts in which you are in charge? Mr Ngoc: Yes, of course The situation of neurological group business in the coming time will face many difficulties and it is also difficult to achieve sales Interviewer: What factors you think lead to a difficult business situation and hard to achieve the sales target? Mr Ngoc: There are a lot of competitors that approached this field Moreover, some of the previous products along with new techniques of the company have monopoly on advantages, but rivals have also deployed a loss of competitive advantage now On the other hand, the policy of insurance changing also more impact on quality products, because the bidding rules divided into two packages 38 and choose the products with the lowest prices So the risk of fail is well-known having high prices Interviewer: What is the stage of the spinal market right now? Mr Ngoc: The market is gradually positioning the saturation period, the number of patients in these hospitals has increased insignificantly even some hospitals have reduced the number of diseases because some new specialist centers have built Overall, growth is estimated at 15% over the years Interviewer: What does your evaluation the performance of accounts: People 115; Pediatric 2; Nguyen Tri Phuong; and Khanh Hoa general? Mr Ngoc: - Nguyen Tri Phuong hospital: Since Dr Tuan - chief of neurosurgery department was busy studying Ph.D for a year, the amount of surgery is less Besides, this is the hospital that the health department has made a reference to apply other hospitals, so companies want to win a bid at this hospital On the other hand, because Dr Tuan also developed a high technique of Pakinson disease treatment, then he reduced the amount of spinal products - People 115: 115 hospital is one of the major centers and leading hospitals of the health department Ho Chi Minh City Therefore, the specialist doctors here will have the right to choose the tender products in centralized bidding at the health department HCM city Therefore, most firms want to participate in bidding at this hospital so that doctors have certain experiences, and get the opportunity to achieve through a focused bidding technique Therefore, the share of market share with competitors is increasing, leading to reduced sales Another aspect, the heads of neurosurgery Department – Mr Si also wants the company to put the tools at the hospital so that the doctors can take the initiative and feel more secure when having surgery for patients Due to the pressure of a little the 39 number of instruments, the company only has one set in the country in the southern office, and one must use it for other hospitals, so it cannot meet the surgeon's requirements As a result, doctors are not satisfied with the spine team - Pediatric 2: Pediatric has a difference context that belongs to another case due to the subjective side of hospital The company has a very good relationship with Dr Can - head of pediatrics department who has supported this product 100% However, the amount of surgery is not much, and almost when the children are off or have a charity organization coming to surgery Therefore, using only marketing methods to attract new patients to support hospitals can improve the situation - Khanh Hoa general: Because Dr Manh - head of the spinal department only uses proprietary products such as anterior cervical spine, posterior cervical spine, cement pump, and some other popular spinal techniques Nevertheless, because the company's cement pump product is often short of supplies from manufacture, it affects the work of doctors to create a loss of trust and monopoly status in the hospital Additionally, the support of the surgeon was also transferred from Thanh An to the other rivals Interviewer: Can you compare the investment of your company to your customers with others rivals? Mr Ngoc: Competitors have many diverse ways to invest in customers For example, they will invite both customers along with client’s relatives to go on annual vacations for the board of directors; sponsor expert doctors to combine discussion knowledge and travel overseas tours; or domestic conferences also give a large number of doctors and nurses attending these ones 7.2.2 Mr Thien – a Salesperson – one of five the failing key account 40 Interviewer: What are the causes leading to the failure of these accounts at Dong Nai Union hospital? Mr Thien: In my opinion, the reduction in sales at Dong Nai hospital in particular and other hospitals in general is for the following reasons: - First, due to the regulations of the hospital's bid evaluation, the pharmacy department has a lot of decision-making power, so the expertise only assesses technical features with a low proportion of decisions Therefore, most of the participating products are reached the first round Next to the second round, according to the criteria of selecting the lowest prices, the quality products of the company were failed for a number of items - Second, the number of new companies has approached the market too much, so they actively go to the provincial hospitals to penetrate the market where other firms often have less care for doctors Particularly, up to six companies increased within two years, besides long-time rival companies also implemented many new techniques - Third, the neurosurgery department has a decrease in number of patients due to the development of other hospitals in the province such as Dong Nai General Hospital, ITO Dong Nai - Final, shortages of goods and instruments also caused a drop in sales Especially for the cement pumping technique that the surgeons usually uses Moreover, other tools also lack sizes of implants in a few times also make doctors to be postponed or canceled Interviewer: Do you believe that the revenues will be increased in the next years? 41 Mr Thien: Yes, I hope so Learning from the following years of bidding, to be able to win all the items I attend, I have to discuss carefully with the special characteristics of the products to put into the technical features of our products to prevent opponents from participating 7.2.3 Mr Vu – Sales Manager of Spinal Team Interviewer: Can you assess the business situation of the current spinal group? Mr Vu: I am very worried about the business results in the coming years, specifically 2019 and 2020 Interviewer: What factors you think lead to drop down business situation and hard to achieve sales target of the next years? Mr Vu: Sales of the last two years have been very high, large hospitals such as Cho Ray have occupied a very high market share from over 30%, Xuyen A accounts for about 60%, so to increase market share will be difficult and also impossible Because these units have a number of operations performed at the same time, there are not enough instruments to support at the same time Meanwhile, the target next year is equal to the growth factor multiplied by years of sales so the number exceeds the current capacity Interviewer: According to the annual revenue report, although the total revenue has grown very well, some hospitals have reduced revenue, what you think about this situation? Mr Vũ: Exactly I have observed that some hospitals have reduced turnovers, especially for the five units that three years ago had a very high turnover of approximately 40% of total revenue in 2016 After three years, the proportion of contributions decreased to only 12% yet This is also one of the major issues that I am noticing for consideration during the time 42 Interviewer: What you think the reasons are caused the failure of these accounts? Mr Vũ: There are many reasons for this problem both objective and subjective following: - First, due to the decline in the number of patients at the hospital In addition, the policy of insurance the price ceiling as well as procedures and regulations require professional doctors that have to follow, so high-quality items like my company lose their advantages - Second, the situation of competition is intense increasingly Doctors have too many product choices In addition, small rivals have flexible deflection policies to attract and meet customers' requirements For a large company like Thanh An has a lot of disadvantages compared to another enterprises in the industry - Third, the biggest problem is due to the key account salesperson They haven’t a positive working attitude and not really trying the best Ones also did not often meet customers, or the discussions were not effective Therefore, it has not response the timely needs of customers The salespeople are not enough the ability to be sensitive to capture customers' ideas or lacking creativity in solving problems especially in cases of shortage of goods or tools However, the target group and individual target still achieve, so they still have not realized the problem or have not really acted - Four, it is also related to the main account management, they not closely follow the market situation, then they delayed or missed the supplementation the quantity of goods in the contract or listing of bid plans for the next year Or in some cases they know but the relationship with customers is not strong enough to complete the job but they cannot find the direction of processing nor report to the superiors asking for support For example, a reason encountered in hospital 115 43 is a part BOD decision to change bid, but business staff has not had good relationship with these main people - Final, shortages of goods and instruments are also the cause of this problem The number of operations is increasing, but the amount of supplies is not adequate Besides, long-term tools are also worn out but have not been replaced This issue comes mainly from the manufacturer, for reasons such as changing personnel and their strategies So, they still have not met the requirements from the distributor On the other hand, on the side of goods, there is a shortage of personnel due to the lack of sufficient supply from both producers and Thanh An As for the company has three reasons: (1) the policy of minimizing the inventory cost limit, (2) the ordering department usually places orders based on the previous use history but rarely synthesizes according to the proposed demand of four offices; (3) salespeople not predict the market demand for products that use Interviewer: What things you want to suggest for enhancing the business performance? Mr Vu: First of all, to adjust the attitude of employees in their work to encourage them to make efforts to build relationships with customers, improve the quality of communication to confidently meet customers more regular Currently, I also know that there are unreasonable policies in the bonus policy It is not yet possible to assess the ability of each member in the compensation scheme even though they all achieve the target Besides, organizing internal courses to share knowledge and market experience for each other Interviewer: What will solutions help improving the efforts of salespeople? Mr Vu: Concerning about the circumstances of each employee to see if they are struggling to solve is also a way to focus on work Besides, the reward policy must be developed mainly based on personal revenue In addition, the incentive 44 must be calculated on the sales generated rather than their salary This policy in the long-term is still more beneficial to the need to not manage the number of salespeople more Additionally, always manage backup alternatives or crosscontrol plans by a unit with two employees who are in charge of the hospital according to each doctor This is also the methods that is being applied only over two units such Trung Vuong hospital and HTO 45 References (1) Abratt, R and Kelly, P M (2002), “Customer supplier partnerships Perceptions of a successful key account management program”, Industrial Marketing Management, 31 (5), 467476 (2) Ewart, J (1995), “Building better business relationships”, Management, 42(9), 30-32 (3) McDonald, M., Millman, T and Rogers, B (1997), “Key Account Management: Theory, practice and challenges”, Journal of Marketing Management, 13( 8), 737-757 (4) Jones, E., Dixon, A.L., Chonko, L.B and Cannon, J.P (2005), “Key accounts and team selling: a review, framework, and research agenda”, Journal of Personal Selling & Sales Management, 25(2), 181-98 (5) Millman, T and Wilson, K.J (1995), “Developing key account management competencies”, Journal of Marketing and Applied Marketing Science, 2(2), 7-22 (6) Zupancic, D (2008), “Towards an integrated framework of key account management”, Journal of Business & Industrial Marketing, 23(5), 323-331 (7) Barrett, J (1986), “Why major account selling works”, Industrial Marketing Management, 15(1), 63-73 (8) Homburg, C., Workman J P and Jensen, O (2002), “A configurational perspective on Key Account Management”, Journal of Marketing, 66(2), 38-60 (9) Gosman, M L and Kelly, T (2000), “Increased Buyer Concentration and Its Effects on Profitability in the Manufacturing Sector”, Review of Industrial Organization, 17(1), 41-59 (10) Weeks, William A and Carl G Stevens (1997), "National Account Management Sales Training and Directions for Improvement," Industrial Marketing Management, 26 (September), 423-31 Boles, James S., Hiram C Barksdale Jr., and Julie T Johnson (1996), "What National Account Decision Makers Would Tell Salespeople About Building Relationships," Journal of Business & Industrial Marketing, 11 (2), 6-19 Cespedes, Frank V (1993), "Coordinating Sales and Marketing in Consumer Goods Firms," Journal of Consumer Marketing, 10 (2), 37-55 (11) Conlon, Ginger, Lisa Napolitano, and Michael A Pusateri (1997), Unlocking Profits-The Strategic Advantage of Key Account Management Chicago: Strategic Account Management Association (12) Workman, J.P Jr, Homburg, C and Jensen, O (2003), “Intraorganizational determinants of key account management effectiveness”, Journal of the Academy of Marketing Science, 31, 321 (13) Churchill, G.A., Ford, N.M., Hartley, S.W and Walker, O.C (1985), “The determinants of salesperson performance: a meta-analysis”, Journal of Marketing Research, Vol 22, May, pp 103-18 (14) Churchill, G.A., Ford, N.M., Walker, O.C., Johnston, M.W and Tanner, J.F (2000), Sales Force Management, McGrawHill, New York, NY 46 (15) Walker, O.C., Churchill, G.A and Ford, N.M (1977), “Motivation and performance in industrial selling: present knowledge and needed research”, Journal of Marketing Research, Vol 14, May, pp 156-68 (16) Kaj Storbacka, (2011), “Strategic account management programs: alignment of design elements and management practices (17) lienvietpostbank Ban tin nganh Duoc pham Trang thiet bi y te Available from: http://research.lienvietpostbank.com.vn/ban-tin-nganh-duoc-pham-va-trang-thiet-bi-y-te [12/12/2017] (18) babuki Toan canh Thi truong Thiet bi Y te Viet Nam Available from: https://babuki.vn/thiet-bi-y-te/ [16/02/2019] (19) Vietnamnet Moi nam mua sam hang ty USD thiet bi y te Available from: https://vietnamnet.vn/vn/kinh-doanh/dau-tu/thi-truong-trang-thiet-bi-y-te-tang-truong-gan-11nam-464028.html (20) Napolitano, L (1997), “Customer-supplier partnering: a strategy whose time has come”, The Journal of Personal Selling and Sales Management, 17 (4), 1-8 (21) James I.F Speakman and Lynette Ryals (2012),"Key account management: the inside selling job", Journal of Business & Industrial Marketing, 27 (5), 360 – 369 http://dx.doi.org/10.1108/08858621211236034 (22) Sengupta, Sanjit; 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Aug 2005; 13, 4; ProQuest Central pg 354 (35) MBASkool Key Account Available from: https://www.mbaskool.com/businessconcepts/marketing-and-strategy-terms/16027-key-account.html [Accessed 12rd July 2019] 48 ... title: POOR KEY ACCOUNT MANAGEMENT OF SALESPEOPLE AT THANH AN – HA NOI Student Name: Nguyen Thi Thanh Nhan Supervisor: Assoc Prof Tran Ha Minh Quan General comments  Remarks on the student’s attitude:...UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Nguyen Thi Thanh Nhan ID: 22170032 – MBus 8.2 POOR KEY ACCOUNT MANAGEMENT OF SALESPEOPLE AT THANH AN – HA NOI. .. pressure Changing strategy and Internal’ HR of manufacturer Increasing the number of cases Changing laws of Ministry of Health or Insurance, and changing of hospital’s BOD Increasing the complaint of