Change management during CRM implementation the case of GSK Vietnam

Nowadays, we live in the heavily techfocused world where technology plays as an important role in developing and growing business. As such, pharmaceutical industry is facing these challenges too, step up to this change and take it seriously. For the ten last years, marketing activities in pharmaceutical organization focus on personal selling through visits of MR. Free samples, brochures, brand reminder, gift, event travel,…are offered to HCPs as well. The reporting and tracking for these activities are carried out manually and unsystemized. However, nowadays, pharmaceutical industry has many SOPs to ensure that marketing activities do not too impact HCP‘s recommendation and prescription. By accessing technology, focusing on CRM on this case, pharmaceutical companies pay attention to both comply SOPs related to customer relationship and increase these relationship, comprehend customer‘s insight toward prescription and recommendation. Customer intelligence, data collection, tracking and reporting become easier and systemized through CRM implementation. Besides, through CRM support, MRs can deliver effective presentations and communications via visual aids. Realizing the potential benefits of CRM implementation in pharmaceutical industry, GSK first launched Veeva – a CRM application in 2018. However, on audit report in Sep 2019, auditors has findings that there has been the high gap between KPIs and actual on Veeva system. Thus, the thesis tend to explore potential problems in order that author can understand and find out causes for underperformance of Veeva report. Through indepth interview and theoryinformed, the crucial problem has been figured out as change management failure. The finding of thesis highlights that change management failure happened during Veeva implementation and deeply impacted to performance on Veeva system, employee‘s resistance increase and financial investment effect toward Veeva‘s investment. Based on research findings, the potential causes have been revealed, including insufficient training and education, lack of top and middle management support, insufficiency technical support and resistance to change. In a further investigation, root causes of this situation are identified as employee‘s resistance. Alternative solutions are also made with regards to improve performance on Veeva system. This thesis also will help to take further steps towards developing solutions such as training and performance measurement.

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Nguyen Thi Phuong Thao CHANGE MANAGEMENT DURING CRM IMPLEMENTATION THE CASE OF GSK VIETNAM MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2020 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Nguyen Thi Phuong Thao CHANGE MANAGEMENT DURING CRM IMPLEMENTATION THE CASE OF GSK VIETNAM MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: DR PHAN THI MINH THU Ho Chi Minh City – Year 2020 EXECUTIVE SUMMARY Nowadays, we live in the heavily tech-focused world where technology plays as an important role in developing and growing business As such, pharmaceutical industry is facing these challenges too, step up to this change and take it seriously For the ten last years, marketing activities in pharmaceutical organization focus on personal selling through visits of MR Free samples, brochures, brand reminder, gift, event travel,…are offered to HCPs as well The reporting and tracking for these activities are carried out manually and un-systemized However, nowadays, pharmaceutical industry has many SOPs to ensure that marketing activities not too impact HCP‘s recommendation and prescription By accessing technology, focusing on CRM on this case, pharmaceutical companies pay attention to both comply SOPs related to customer relationship and increase these relationship, comprehend customer‘s insight toward prescription and recommendation Customer intelligence, data collection, tracking and reporting become easier and systemized through CRM implementation Besides, through CRM support, MRs can deliver effective presentations and communications via visual aids Realizing the potential benefits of CRM implementation in pharmaceutical industry, GSK first launched Veeva – a CRM application in 2018 However, on audit report in Sep 2019, auditors has findings that there has been the high gap between KPIs and actual on Veeva system Thus, the thesis tend to explore potential problems in order that author can understand and find out causes for underperformance of Veeva report Through in-depth interview and theory-informed, the crucial problem has been figured out as change management failure The finding of thesis highlights that change management failure happened during Veeva implementation and deeply impacted to performance on Veeva system, employee‘s resistance increase and financial investment effect toward Veeva‘s investment Based on research findings, the potential causes have been revealed, including insufficient training and education, lack of top and middle management support, insufficiency technical support and resistance to change In a further investigation, root causes of this situation are identified as employee‘s resistance Alternative solutions are also made with regards to improve performance on Veeva system This thesis also will help to take further steps towards developing solutions such as training and performance measurement Acknowledgement Firstly, I would like to express my very special thanks and gratitude to my supervisor - Dr Phan Thi Minh Thu for her expert advice, encouragement and motivation weekly throughout thesis process This thesis wouldn't have been implemented without her guidance and support Secondly, to my committee member, I'm sincerely grateful to Dr Ly Thi Minh Chau and Dr Doan Anh Tuan who gave suggestion during proposal in order that I can improve my thesis Thirdly, a thank you to colleagues of GSK and DKSH, they gave me insights and data to complete the thesis Finally, I would like to send thankfulness to my family who encourage and motivate me to complete my Master program LIST OF ABBREVIATION BM - Brand manager BU - Business unit CD – Customer development CH/Cx - Consumer Healthcare CRM - Customer relationship management DOIT - Department of Industry and Trade EM - Expert Marketing GSK - GlaxoSmithKline HCP - Healthcare Professional HIV - Human immunodeficiency virus HOD - Head of department HR – Human resource ILT - International leadership team KOL - Key opinion leader KPIs - Key Performance Indicators MR - Medical Representative NU - Nutrition OH - Oral Healthcare OTC - Over-the-counter PR - Public relations Rx - Medical prescriptions SH - Skin Healthcare SOP - Standard Operating Procedure VLT - Vietnam Leadership Team WN - Wellness Table of figure Figure GSK organization chart Figure Expert Marketing activities Figure Expert Marketing Organizational chart Figure Detailing team structure - DKSH Figure Number of samples between scorecard and Veeva report from Apr to Aug 2019 Figure Initial cause – effect map Figure Number of samples on scorecard from 15 Apr to May 2019 13 Figure Number of samples on scorecard – Da Nang area 14 Figure Updated cause – effect map 16 Figure 10 Financial investment - Veeva 19 Figure 11 Costs for alternative solution (author synthesis) 28 Figure 12 Costs for alternative solution (author synthesis) 31 Figure 13 Costs for alternative solution (author synthesis) 33 Figure 14 Evaluation among solutions 35 Figure 15 Action plan – Pre deployment 37 Figure 16 Action plan – During deployment 37 Figure 17 Action plan - Implement 37 Table of Contents Problem context 1.1 Company background GlaxoSmithKline PLC GlaxoSmithKline Vietnam Overall Expert Marketing 1.2 Problem identification 2.1 Potential problems 2.1.1 Old version of Veeva 10 2.1.2 Lack of willing to use from MRs 11 2.1.3 Lack of Veeva super-user 11 2.1.4 Insufficient Veeva training 12 2.1.5 Argument for removing ―Period gap of DOIT‘s permission‖ 13 2.1.6 Argument for removing ―Lack of medical representative‖ 13 2.2 Symptom Problem validation 14 2.2.1 Updated cause and effect map 14 2.2.2 Main problem definition 16 2.2.3 Importance and consequence of main problem 17 Alternative Solutions 19 3.1 Potential causes 19 3.1.1 Insufficient education and training 19 3.1.2 Technical support failure 20 3.1.3 Resistance to change 21 3.1.4 Lack of top management support 24 3.2 Cause validation 24 3.3 Alternative solution 26 3.3.1 Alternative solution 1: Setting on top incentive toward Veeva report 27 3.3.2 Alternative solution 2: Have Veeva Super user by utilizing internal human resources 29 3.3.3 Alternative solution 3: Special coaching 32 3.3.4 Solution selection 34 3.3.5 Action plan 36 Conclusion 38 Support information 39 Problem context 1.1 Company background GlaxoSmithKline PLC GlaxoSmithKline also known as GSK is British multinational pharmaceutical corporation headquartered in London In 2000, GSK is established by merging between Glaxo Wellcome and SmithKline Beecham Its business began in 1715 with the opening of an apothecary shop During 300 years, GSK had been experiencing over three centuries of innovation to help people more, feel better, live longer Their values include patient focus, transparency, respect, integrity GSK always expect courage, accountability, development and teamwork in its organization Recent impressive milestones include: - In 2015, GSK has reached agreement to acquires the Norvatis global Vaccines business and divests its marketed Onconlogy portfolio business to Novartis - In 2018, continued creating joint venture with Pfizer into a new world-leading Consumer Healthcare GSK‘s product portfolio is diversified including three business units (BUs): - Pharmaceutical medicines: has a broad portfolio of innovative and established medicines, with leadership positions in respiratory and HIV We are strengthening our pipeline through a focus on immunology, human genetics and advanced technologies to help us identify the most promising new medicines - Vaccines: leading Vaccines company in the world, delivering over million vaccine doses every day to people living in 158 countries Their portfolio and pipeline help protect individuals throughout lives - Consumer healthcare: develops and markets a portfolio of globally recognized consumer preferred and expert-recommended brands in the oral health, pain relief, respiratory, skin health, nutrition and digestive health categories These category-leading brands include Sensodyne, Parodontax, Poligrip, Voltaren, Panadol, Otrivin and Theraflu GlaxoSmithKline Vietnam In 2002, representative office of GSK was established in Vietnam Until now, GSK Vietnam also operates as representative office GSK‘s business in Vietnam which includes approximately 400 employees, also focuses on bringing prescription medicines, vaccines and consumer healthcare products to Vietnamese patients and consumers GSK Vietnam product portfolio, including two BU: - BU Cx: responsible for • OTC medicine: WN (Panadol, Voltaren, Otrivin,…) and NU (Calsource, ) • Cosmeceuticals: OH (Sensodyne, Aquafresh,…) and SH (Acne Aid, Spectraban,…) - BU Rx: responsible for pharmaceutical medicines and vaccines These business units operate as independent entities with different SOP, different structure Therefore, in this case, author will focus BU Cx only to explore symtomp and main problem Consumer Healthcare business unit General Manager Indochina HOD – Expert Marketing team Brand team BM – OH&SH Assistant BM – WN BM – NU Assistant Assistant HOD – Trade MKT team HOD – Modern Trade Detailing manager Marketing manager Veeva super user Assistant Manager - OH Manager – SH&CamLao Manager – WN&NU Assistant Assistant Assistant CD Operation Manager HOD CD team Manager – North & Northern central Planning manager & ecommerce Other operation dept Legal Regulatory Affairs Manager – South & Southern central Figure GSK organization chart Overall Expert Marketing Expert Marketing roles and responsibility Category and brand - Lead the Expert Marketing Indochina team to deliver the Expert Marketing objective for the three markets - Partner with regional Expert marketing function to ensure strategic alignment, provide input into strategy, and ensure flawless execution of centrally created expert materials - Develop a local tactical plan based on strategy and a deep understanding of local insight and path to purchase, including robust efforts for both sales force and non-sales force activation HR Support information Question guideline: below is general questions Author will have particular questions based on interview‘s context Which problems is your team facing during usage of Veeva toward sampling report? What are the potential problems that lead to underperformance of Veeva report? What is main problem in your opinion? What are potential causes? What is main cause? Do you have any suggestion to solve that main cause of GSK? In your opinion, which is the best solution? What is your perspective with regard to Veeva strategy on GSK? (the purpose of Veeva, what is communicated from top management?) Which benefits are you gain during usage of Veeva? In-depth Interview Interviewer: Nguyen Thi Phuong Thao Interviewee: Ms Tran Thi Nga Tittle: EM National Coordinator Scope of work: She has been working here for years The first three-years, she worked as supervisor at North And then her responsibility is as EM National Coordinator from May 2019 Her role is the same as GSK Expert Detailing Manager, who will directly implement aligned strategies with GSK in order to enhance EM‘s performance She will also manage all members of detailing team She is also ensure product listing in hospital formulary and tender as aligning with GSK's plan Besides, training and coaching Medical Representation and supervisors to implement Having monthly business report, business analysis and planning Ms Nguyen Thi Phuong Thao: Regarding audit result, as we shared with you, we had huge gap between Veeva report and plan Could you share problems which your team met and are leading to this gap? Ms Tran Thi Nga: On behalf of my team, firstly, I think that Veeva is complex system When we had a change on it, it takes long time to solve it For example, some reps have changed detailing locations each other Of course, we also need to change it on Veeva However, we can not it because we not know how to Hence, I think that we should re-hire Veeva super- 39 user to manage it Besides, as you know, Rx focus on hospital and pharmacy channels while Cx focus on MT, GT, pharmacy channel because most products are FMCG like Sensodyne, Physiogel,…and OTC like Panadol, Voltaren Our team – hospital channel is recommended channel Hence, Veeva on Rx is used for all reps while Veeva on Cx is only used for our EM team Hence I hear information from Mr Phuong Nguyen, that Veeva version on Cx is older than Rx‘s I think it‘s one of reason to prove complex Veeva for EM team Ms Nguyen Thi Phuong Thao: When auditor checked sampling report and hard copy, it has minimal gap between hardcopy and report You think what reasons are? Ms Tran Thi Nga: On that time, we receive information that from lack of DOIT‘s announcement happened from 15 Apr 2019 to May 2019 Hence samples cannot be given directly to HCPs on this period Besides, in central, MR leave job and we have to stop sampling in Da Nang on that time Ms Nguyen Thi Phuong Thao: Could you share more about sampling audit on Q1/2019 Have you met same problem on Q1/2019? Ms Tran Thi Nga: This situation does not happen in audit finding in quarter 1/2019 The results of audit for sampling program, including we found more cases of reps didn't follow the quantity assigned by marketing, they eithers if a wrong quantity, double the quantity or give to class C HCPs About sampling report on Veeva, most EM reps didn't upload the photo of HCPs signature into Veeva per requested and communicated to DKSH Expert Detailing Manager will strictly control the sample distribution and sample report on Veeva with EM National Coordinator and Veeva Super-user Ms Nguyen Thi Phuong Thao: Do you have any benefits during usage of Veeva? Ms Tran Thi Nga: Actually, I‘m also tired with report on Veeva Unique its benefit to us is smoothly content communication between Marketing and MRs Ms Nguyen Thi Phuong Thao: How you think if you revise current incentive memorandum to add more one KPI with regard to Veeva report? Ms Tran Thi Nga: In my opinion, Veeva report is KPI which have small weight among KPIs in incentive scheme Hence, it should not add KPI on this period to avoiding influencing other KPIs Besides, process of approval takes long time Hence we should not take risk Ms Nguyen Thi Phuong Thao: How you think if Mr Phuong will extend task to in charge Veeva system? 40 Ms Tran Thi Nga: Thank to Mr Phuong IT support, we can deal with Veeva problem step by step However, because this is not his main responsibility, we think that we can not receive his support frequently It takes time for him and his line manager can think that he does not focus on his performance This is the first time we face huge trouble like this Hence, he also willing to help our team During the past six months, at the time when Expert Marketing team does not have HOD and Expert Detailing manager, even it‘s hard for Ms Diem Nguyen who has just join our team as temporary Expert Marketing Manager, to handle all task of three senior managers Hence, I also expect Mr Phuong can join our team as a part of Veeva super-user to support system About management and analysis, I think our team – I or you or Ms Thuy can control it together during this year And we need to wait decision from top management on next year because of future whole organizational model change Ms Nguyen Thi Phuong Thao: How you think about three alternative solution? Ms Tran Thi Nga: Trust is one of main factors If employee trusts on manager, they can implement it without concerns Or they might have concern when manager gives idea However, because of trust and because many advices which manager guide them in the past and make them increase productivity, they can believe this guidance is true and they think that they just have not yet comprehend it, they believe that they will understand it in future but can implement now Hence, I also agree with Mr Nam Mr Nam is just on board in GSK in February 2020 He recently solve big problem in order to support employee‘s performance and team performance Once he can it, he will have trust from MRs And I believe it‘s time for deployment solution three Hence, I think solution one is the best one for this year In-depth Interview Interviewer: Nguyen Thi Phuong Thao Interviewee: Mr Nguyen Thanh Phuong Tittle: Cx IT supporter Scope of work: manage IT (Laptop, wifi, technology for events if any,…) in Cx Ms Nguyen Thi Phuong Thao: Good afternoon Mr Phuong Thank you to arrange your time with me How are you today? Mr Phuong Nguyen: Ok I‘m fine Thanks So how can I help you today? 41 Ms Nguyen Thi Phuong Thao: I believe that you also know my team‘s situation… I mean Veeva Mr Nguyen Thanh Phuong: Yeah, I know it Ms Nguyen Thi Phuong Thao: Yah, and today I just want to know about your opinion about Veeva I know that you also understand about Veeva‘s activity in BU Rx (prescription) right? I mean, you know, although Cx and Rx belong to GSK, they are totally different BU and we not really know about Rx as well as their Veeva So, regarding to Veeva, how you think about difference between Rx and Cx? Mr Nguyen Thanh Phuong: You know, if you ask me this question months ago, I think I can not help you to answer However, now, after supporting your team about Veeva, I also ask Rx Veeva super-user I think that I can answer your question Actually, Rx is running Veeva smoothly For example, when there is a change for working location (rep A in charge of place B but will change place C), Veeva super-user can change easily And there is only one Veeva super-user who care hundreds of rep‘s accounts In your team, it‘s has 34 reps only Ms Nguyen Thi Phuong Thao: I hear that Veeva version between Rx and Cx is different Do you think that it‘s reason to challenge to my team? Mr Nguyen Thanh Phuong: Basically, it‘s also Veeva Newer version will have more convenience tools to support I think it‘s so small reason You still can well even you have older version I think that most important thing which your team need to focus is Veeva superuser or Veeva supporter In-depth Interview Interviewer: Nguyen Thi Phuong Thao Interviewee: Mr Tran Thanh Loc Tittle: Supervisor Scope of work: in charge CAT SH HCM & ALL CAT Mekong team – DKSH company Ms Nguyen Thi Phuong Thao: Hi Mr Loc Our discussion today will focus on Veeva and audit result As you know, we had underperformance of Veeva report 42 Mr Tran Thanh Loc: Yes, I know it Most new reps encountered technical issue, following: firstly, for new rep with current territory, most of them had sync error Meanwhile, for new rep with new territory, team cannot create new HCP‘s list However, please put yourself in my team's shoes For monthly review, first questions from GSK are always some kind of how much percentage of sale your team achieve? or how many HCP‘s recommend our product… We always face sales KPIs daily Hence, we need a method of report simply and conveniently, such as: Excel We cannot take long time to report If this happened, I think we will have many admins Yeah, I mean MRs will be called as MRs and admin as well Haha, just kidding for you Ms Nguyen Thi Phuong Thao: haha, you‘re fun Why your team take long time to report on Veeva? How long does it take? Could you explain more? Mr Tran Thanh Loc: Hmm… I mean if we have a small error on Veeva, we cannot report and need to inform with Ms Thuy Nguyen Recently, Ms Thuy Nguyen – Tender executive is dedicated to assign Veeva‘s role although she cannot focus outright to handle it She has many things to do, especially tender which is important and directly effect to sale KPI within a year I also don't want her to neglect her main roles Report cannot well, it can improve But if sale decrease, it‘s really effected to company and our income Hence, it takes long time to solve those problem Until now, these problems are still not solved Meanwhile, if we report in Excel, we rarely face error on Excel system and not need to inform with Veeva super-user to solve Or if we have error on Excel, we can ask for help from anyone who has well-known excel Meanwhile, if we have error on Veeva, we have to ask one person – Veeva super-user Ms Nguyen Thi Phuong Thao: Could you describe how it is called simple and convenience method? Mr Tran Thanh Loc: For example, excel It‘s good method We had raw data on excel file If you have a change role or territory, it‘s easy to create and edit Adding new HCP is simple too Moreover, doing report is not complex and we can focus on sale KPI -our first priority Ms Nguyen Thi Phuong Thao: Except for report, you think what Veeva will help you else? Mr Tran Thanh Loc: Hmm I think … Veeva helps us to access latest update about product presentation power point - known as Detailing Aids Recent detailing aids on Veeva is updated by Marketing If we use hard copy of Detailing Aids, it will be very costly and not sure that hard copy which we have is new or out of date It takes long time to communicate with team and have new hard copy of new Detailing Aid As you know, we have many processes to produce hard 43 copy Reps take one minute to know new Detailing Aids and have it quickly because Marketing update it on Veeva system Besides, thanks to Veeva, we have Ipad to introduce product professionally Ms Nguyen Thi Phuong Thao: Do you have any suggestion to improve Veeva report? Mr Tran Thanh Loc: Although MRs learned Veeva induction on system, it‘s necessary to have refreshment training quarterly or annually This will remind and help MRs balance between lesson and practice In other words, Mr Loc argued that the number of Veeva training is not in accordance to the requirement because most MRs have difficulties in interaction with technical tools In-depth Interview Interviewer: Nguyen Thi Phuong Thao Interviewee: Ms Nguyen Hoang Thanh Thao Tittle: Supervisor Scope of work: in charge CAT OH HCM – DKSH company Ms Nguyen Thi Phuong Thao: Hi Ms Thao It‘s glad to talk with you today How are you?Ms Ms Nguyen Hoang Thanh Thao: Yeah, not bad I think you not only call me because of asking ―how are you haha Ms Nguyen Thi Phuong Thao: Haha Yeah, right Could I talk with Veeva? I would like to know something Ms Nguyen Hoang Thanh Thao: Ok What you want to know Veeva? Ms Nguyen Thi Phuong Thao: What you think about Veeva? Is it easy or difficult to use it toward report on Veeva? I see that you have 2/3 MRs who can report on Veeva smoothly? Ms Nguyen Hoang Thanh Thao Before my responsibility is as a supervisor, I used to be a MR Veeva is actually useful for me Veeva is considered as your list-to-do or your daily You need to record your action daily If you can use Veeva daily, I think you like Veeva because it makes you more professionally However, as you know, because there are too many MRs who meet trouble on Veeva, I cannot show that Veeva is useful Other teams can think that because OH team not have many pressure of sale KPI more than other CATs We also only manage OH- Ho Chi Minh, EM have many OH teams I believe that you get my point 44 Ms Nguyen Thi Phuong Thao: Do you have any suggestion which improve result of Veev report? Ms Nguyen Hoang Thanh Thao: It‘s also pressure for teams to face sale KPIs Hence, it‘s hard for MRs to outright focus on Veeva report I think that it should have training sessions where MRs only focus on Veeva, understand their problem and how to solve it easily Offline training sessions happened last year when detailing team has annual EM team building However, I feel that training sessions is not effective last year Everyone has a fear to give questions relating to Veeva in front of the crowd because they fear to show their Veeva knowledge In-depth Interview Interviewer: Nguyen Thi Phuong Thao Interviewee: Ms Nguyen Thi Mong Thuy Tittle: Tender Executive Scope of work: her main responsibility is tender listing process Besides, she is also in charge of EM promotional program, incentive calculation, payment and temporary Veeva super-user Ms Nguyen Thi Phuong Thao: Hi Ms Thuy, could I talk with you about Veeva? Veeva report is topic that I it on my thesis I would like to utilize this time to find out problems on Veeva Ms Nguyen Thi Mong Thuy: Ok It‘s great Good luck Ms Nguyen Thi Phuong Thao: I know that you‘re recently overload during human resource change from our team Ms Ning (head of department) and Mr Duy (Expert Detailing manager) left GSK You also have new line manager – Mr Nga Tran – EM National Coordinator How you feel during temporary Veeva super-user‘s role? Ms Nguyen Thi Mong Thuy: I accepted for this role because I only support to upload plan on Veeva, however, in later time, Veeva become complicated for me more and more Our team had many issues and need to troubleshoot data-related problems I‘m really stressful I did not been trained Veeva I also did not be had full-handover from old Veeva super-user All troubles I have to find out and learned by myself Meanwhile MRs still keep old habit when they reporting Veeva I used to hear information from Ms Hang Le – old Veeva Super-user, which she usually has to raise ticket to IT team to solve issues Most MRs usually report sample on Veeva at end of the month when they prepare to submit report to gain incentives Because of this, when system receive a huge amount of information on the system at same time, this leads to overload system and pending Ms Hang had already reminded on them However, people still ignore it and focus 45 on their sale target They think that Ms Hang will support them to it and they not need to change this habit Hence, Ms Hang usually solve this issue in time to avoid Veeva trouble which affect to her performance However, I‘m new here on this position It takes time to me to solve the issues like this To prepare a MR or Veeva super-user like me to handle different situations, it‘s important to spend sufficient amount of time to train them where the company don‘t arrange the sessions frequently An at least three month for me to understand system clearly if I focus 100% on Veeva Ms Nguyen Thi Phuong Thao: During difficult time, how you overcome it? Ms Nguyen Thi Mong Thuy: When the first time I received Veeva issue from medical representative, I‘m really worry And I sought support from Mr Phuong IT team I thought that he can help me because he also works as IT And then, because of our relationship, he accepted to support me Hence, during difficult time, I usually copy him on the Veeva issue-related emails His support is aware by my line manager – Ms Nga Tran, temporary Expert Marketing Manager – Ms Diem Nguyen In-depth Interview Interviewer: Nguyen Thi Phuong Thao Interviewee: Mr Ngo Hoai Nam Tittle: Head of Department Scope of work: Suggest the third-party on the opportunities to maximize business, brand recommendation and market share of relevant products as well as the risks in the business with proposed actions to minimize risks Review the commercial plan of the third-party if it is aligned with GSK's overall strategic brand plans Oversight the expenditure of the third-party team to ensure agreed business plan is met Identify and gather market information, provide feedback to Marketing team in order to support the existing business and new product development plans if any Oversight the assigned third-party team on: Detailing capability, coaching, counseling, training, Ms Nguyen Thi Phuong Thao: Hi Mr.Nam, thanks for your guidance Although you‘re just on board on Feb 2020, you faced many problems which is results from situation in 2019 such as Veeva? We proposed and mentioned many times to Mr Vaibhav in order that EM team can have Veeva super-user to solve problem? But Mr Vaibhav show that it‘s sensitive time which we will have new organizational change and he also want to hire Head of Department and Head of 46 Department will decide Veeva is effective to continue or not Or we have really need Veeva super-user? And we wait him for a long time, months and 10 days Mr Ngo Hoai Nam: Haha, ok months and 10 days And now I‘m here Actually, I figured out about Veeva‘s situation We had preparation at end of 2017 such as: ipad, copyright,… We had financial investment to conduct Veeva following Area‘s strategy And it‘s time to re-new copyright, 2022 I remember so Because the expiry date will last on next years and Rx also it very well, we have to continue Veeva to make sure that financial investment is effective as much as possible Other companies also have CRM application like this and they well Hence, it‘s not reason that we can it well During my probation in GSK to identify Veeva problems, our team lack of head of department, lack of Expert Detailing manager and has temporary Expert Marketing Manager because Ms Van has maternity leave the past months I believe that human resources transformation, this not only cause to Veeva result but also other problems in our team As our case study, I also agree with you that change management on Veeva implementation is not insufficiency If change management is successful, I believe that we still it well even we have lack of senior management in months However, I realized that our team has many other huge challenges which impact directly to our KPI – HCP‘s recommendation such as: tender listing for OTC products, HR structure, … Even late payment, I not why it happens I used to work many companies and I see that our team has too late payment and it will cause that DKSH will prevent our future promotion if we keep doing payment late So many problems from minimal to huge impact to our sale performance About Veeva, I evaluate that it‘s not huge problem, it will impact to our operation And I believe that I need to support each MR how they can increase sale performance and HCP recommendation The right strategy will create their trust and believe However, anyway I will still focus on it to ensure Veeva go smoothly, but it‘s not my priority Ms Nguyen Thi Phuong Thao: What you think if we recruit new Veeva super-user? Is it feasible? Mr Ngo Hoai Nam: Head count for Veeva super-user is freezing now Our team can not have new recruitment However, we can extend task for current employees and has compensation for him or her I evaluated that it‘s possible for our team during this time Ms Nguyen Thi Phuong Thao: In your opinion, which problems is happened during usage of Veeva toward sampling report? 47 Mr Ngo Hoai Nam: MRs had resistance to change a little bit toward sampling report This is because they can report manually one time on Excel file, but they can not it on Veeva without Veeva super-user When most of them report sampling one time on Veeva, system has overload and can not sync This will be solved by Veeva super-user As such, we need to solve this cause in order that Veeva can function smoothly even if they not have pressure from managers in future They it because of their benefit Ms Nguyen Thi Phuong Thao: How you think if you revise current incentive memorandum to add more one KPI with regard to Veeva report? Mr Ngo Hoai Nam: It will be risk and might influence to other current KPI which are set at beginning of year because Finance team will review all KPIs based on current situation Now is middle of year I think you should try solution until to end of year If it works, we will prepare a new incentive scheme for new year base on budget of 2021 A few other KPIs should be justified to increase MR‘s motivation Hence, the last of year will be suitable time to prepare the new incentive scheme for 2021 I will consider to add KPI of Veeva report if it works Ms Nguyen Thi Phuong Thao: Back to Veeva super-user, if we can not new recruitment, could we have bonus for Mr Phuong IT? He supported our team so much although it‘s not his role Mr Ngo Hoai Nam: As mentioned, head count for Veeva super-user is freezing now Our team cannot have new recruitment because of future organizational change However, extending task for current employees and has compensation for him or her I evaluated that it‘s possible for our team during this time And bright candidates, I think, are you or Mr Phuong IT However, I think that Mr Phuong IT is best choice because on current situation, we just need maintain system to troubleshoot data-related problems Reporting, evaluating MR‘s performance, … I will assign to Ms Nga and you Ms Nguyen Thi Phuong Thao: What is your perspective with regard to Veeva strategy on GSK? (the purpose of Veeva, what is communicated from top management?) Mr Ngo Hoai Nam: Pharmaceutical companies usually spend a huge amount of money on marketing communication towards physicians This will help increase HCP‘s prescription or recommendation When implementing CRM, It will not only increase the efficiency of their sales and marketing efforts, but also enhance their customer‘s experience and insights towards the pharmaceutical company Traditionally, medical representatives prepare a customer list ( customer in hospital channel is doctors although buyer is patient or consumer) in their territory 48 (we usually call mapping) and prepare their target call or cycle plan daily, weekly or even monthly in accordance with this mapping Recently, MRs have still not seen big picture of CRM yet, where the large of benefits can support and facilitate them for work very much MRs are recently busy to solve vicious circle issues which are created from their old behavior Hence, communication is needed but the methods to deliver need to consider in order to ensure its efficiency Ms Nguyen Thi Phuong Thao: How you think about three alternative solution? Mr Ngo Hoai Nam: In general, three alternative solutions can enhance the change management and improve CRM performance The cost of each solution on this year can be within EM‘s budget, not high On current situation, I prefer solution one and two, you can combine two of them Solution three is great but it need long time to gain good result Hence, I prefer solutions which have quick result and reasonable cost As I shared, EM team recently has many other big problems which should be solve because of enhancing to sale performance Hence I and Ms Nga Tran are highly involving these projects Next year, after organizational change and stability, we will have official Veeva training where I will present to MRs in order that they can find their benefit from Veeva 49 REFERENCE (1) Kale, S Appreciating the role of change management in CRM; 2005 (2) Bohling, T., Bowman, D., LaValle, S., Mittal, V., Narayandas, D., Ramani, G., & Varadarajan, R CRM Implementation Journal of Service Research; 2006, 9(2): 184– 194 Available from: doi:10.1177/1094670506293573 [Accessed February 2020] (3) Markstrom, K Secrets of CRM success: Strategies for achieving the vision through end user adoption; 2002 (4) Mosadeghrad, A.M and Ansarian, M ‗Why organisational change programmes fail?‘, Int J Strategic Change Management; 2014, 5(3): 189–218 Available from: doi: 10.1504/IJSCM.2014.064460 [Accessed February 2020] (5) Payne, A., & Frow, P Customer Relationship Management: from Strategy to Implementation Journal of Marketing Management; 2006, 22(1-2): 135–168 Available from: doi:10.1362/026725706776022272 [Accessed February 2020] (6) Meta Group Leardership strategies in CRM, Data Warehousing Institute; 2001 (7) Hellsten, U., and Klefsjo, B TQM as a management system consisting of values, techniques and tools The TQM Magazine; 2000, 12: 238-244 Available from: doi:10.1108/09544780010325822 [Accessed February 2020] (8) Pries, C., Stone, M Managing CRM implementation with consultants - CRM or change management? 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