Luận văn current status and efficient improvement solutions of the customer service center at cuu long pharmaceutical joint stock company

DCL’s enstomer care programs 36 Chart 4, 11, Customer satisfaction with customer care service 37 Chaut 4.. DCL’s enstomer care programs 36 Chart 4, 11, Customer satisfaction with custome

DUONG THI MINH NGUYET

CURRENT STATUS AND EFFICIENT IMPROVEMENT SOLUTIONS OF THE

CUSTOMER SERVICE CENTER AT CUU LONG PHARMACEUTICAL JOINT STOCK COMPANY

HANOI, AUGUST 2018

DUONG THI MINH NGUYET

CURRENT STATUS AND EFFICIENT IMPROVEMENT SOLUTIONS OF THE

CUSTOMER SERVICE CENTER AT CUU LONG PHARMACEUTICAL JOINT STOCK COMPANY

Advisor: Dr Nguyen Trung Hien

HANOI, AUGUST 2018

Acknowledgement

First, | would fike 1o send my sincere tanks fo the lecturers, especially to my supervisor Dr Nguyen Trung Hien for his devoted attention, lessons and guidance, which have equipped me with key knowledge and essential skills throughout the course More importantly, everylhing T have tearned hore would undoubtedly help

me tremendously in my work in the future

T would also like to thank Iniernational School - Vicinam National Univarsity, Hanoi and Nantes University for useful supports during studying and researching to complete this paper ‘This course has equipped, improved, and added a lot of knowledge aboul the different arcas, In addition, the course also helps ms te have a relationship,

have the opportunity to sharc information and leam from other students in the program

T also would Hike to thank my manager - General Director of Can Long pharmaccutical joint stock company as well as my colleagues for their cnthusiastic support and creating favorable conditions for me to have more information that is useful

List of Figures and Tables

Figure L 1 Expenditure on drug per capita in Vietnam from 2005 and forecast to 2027

Figure 3 L DCL's organization structure

Figure 3 2 ‘The amma yrodncionvdlome of of antibiotice

Figure 3 3 Annual production volume of non-antibiotics factory

Figure 3 4 The anmual production volume of Vikimco medical instruments factory

Figure 3 5 The annual production vohune of capsule factory

Figure 3 6 Pharmaceutical producls ccc eo

Figure 3 9 DCL's development orientation

Chart 4 4 Customer evaluation about designing and packaging products 32

Chart 4 5, Customer impression on DCL’s product .00

Chart 4 6, Visiting frequency to customers and saleman attitude

Chart 4 7 Customer visiting frequency of area sale managers

Chart 4 9 Customer evaluation about DCL's delivery service 36 Chart 4 10 DCL’s enstomer care programs 36 Chart 4, 11, Customer satisfaction with customer care service 37 Chaut 4 12 Customer evaluate DCL's processes 38 Chart 4 13 Revenue of pharmacies 39 Chart 4 14 The best pharmaceutical companies in Vietnam 39 Chart 4, 15 The best antibiotic companies in Vietuam 40 Chart 4 16, Comunents of CUStOMETS sseseneteeteenanateieeananatees „41 Table 5 1 A thmefine oŸ customer care strategy in 2018 - 246 Table 5 2 Fucticnal description of system 48 Table 5 3 Price comparision among vendors 50 Table 5 4 Collaboration process “ Table 5 5 KPIs stafff 56

Flow chart 5 2 Calling process 53

Flow chart 5 3 The organization of customer care departinent from 2018-2019 .55

Flow chart 5 4 The organization of customer care đepartment Ñom 2030

List of Figures and Tables

Figure L 1 Expenditure on drug per capita in Vietnam from 2005 and forecast to 2027

Figure 3 L DCL's organization structure

Figure 3 2 ‘The amma yrodncionvdlome of of antibiotice

Figure 3 3 Annual production volume of non-antibiotics factory

Figure 3 4 The anmual production volume of Vikimco medical instruments factory

Figure 3 5 The annual production vohune of capsule factory

Figure 3 6 Pharmaceutical producls ccc eo

Figure 3 9 DCL's development orientation

Chart 4 4 Customer evaluation about designing and packaging products 32

Chart 4 5, Customer impression on DCL’s product .00

Chart 4 6, Visiting frequency to customers and saleman attitude

Chart 4 7 Customer visiting frequency of area sale managers

Chart 4 9 Customer evaluation about DCL's delivery service 36 Chart 4 10 DCL’s enstomer care programs 36 Chart 4, 11, Customer satisfaction with customer care service 37 Chaut 4 12 Customer evaluate DCL's processes 38 Chart 4 13 Revenue of pharmacies 39 Chart 4 14 The best pharmaceutical companies in Vietnam 39 Chart 4, 15 The best antibiotic companies in Vietuam 40 Chart 4 16, Comunents of CUStOMETS sseseneteeteenanateieeananatees „41 Table 5 1 A thmefine oŸ customer care strategy in 2018 - 246 Table 5 2 Fucticnal description of system 48 Table 5 3 Price comparision among vendors 50 Table 5 4 Collaboration process “ Table 5 5 KPIs stafff 56

Flow chart 5 2 Calling process 53

Flow chart 5 3 The organization of customer care departinent from 2018-2019 .55

Flow chart 5 4 The organization of customer care đepartment Ñom 2030

List of Figures and Tables

Figure L 1 Expenditure on drug per capita in Vietnam from 2005 and forecast to 2027

Figure 3 L DCL's organization structure

Figure 3 2 ‘The amma yrodncionvdlome of of antibiotice

Figure 3 3 Annual production volume of non-antibiotics factory

Figure 3 4 The anmual production volume of Vikimco medical instruments factory

Figure 3 5 The annual production vohune of capsule factory

Figure 3 6 Pharmaceutical producls ccc eo

Figure 3 9 DCL's development orientation

Chart 4 4 Customer evaluation about designing and packaging products 32

Chart 4 5, Customer impression on DCL’s product .00

Chart 4 6, Visiting frequency to customers and saleman attitude

Chart 4 7 Customer visiting frequency of area sale managers

Chart 4 9 Customer evaluation about DCL's delivery service 36 Chart 4 10 DCL’s enstomer care programs 36 Chart 4, 11, Customer satisfaction with customer care service 37 Chaut 4 12 Customer evaluate DCL's processes 38 Chart 4 13 Revenue of pharmacies 39 Chart 4 14 The best pharmaceutical companies in Vietnam 39 Chart 4, 15 The best antibiotic companies in Vietuam 40 Chart 4 16, Comunents of CUStOMETS sseseneteeteenanateieeananatees „41 Table 5 1 A thmefine oŸ customer care strategy in 2018 - 246 Table 5 2 Fucticnal description of system 48 Table 5 3 Price comparision among vendors 50 Table 5 4 Collaboration process “ Table 5 5 KPIs stafff 56

Flow chart 5 2 Calling process 53

Flow chart 5 3 The organization of customer care departinent from 2018-2019 .55

Flow chart 5 4 The organization of customer care đepartment Ñom 2030

ABSTRACT

The stuđy on curert status and efficient improvement solutions of the customer carc central at Cuu Long pharmaccutical joint stock company (DCL) conducted with purpose of analyzing the status, strengths and weaknesses of customer care to develop a

strategy for customer care in the five years 2018 - 2022 in line with DCL'

strategic

direction Based on (he analysis resulls to provide the direction and strategy lo enhanee the effgctiveness of the strengths and minimize the weakness, to create a perfect customer care service for DCL Building Customer care Hotline integrated with CRM system for the company with complete the proc:

s (roociving calls process, calling process, collaboration process) to maximize the efficiency of customer care Building KPL (Key Performance Indicator) for staff and employee reoruitment plan for the dgparhment will consider also In order lo achieve thes rescarch objectives, an investigation conducted in customer conferences in 10 provinces in 2017 with a participation of nearly 1000 people A quantitative method was used with a questiomaire thai was designed lo collect customer feedback about faclors including, customer visiting fequency of sale staffs and sale teaders; customer evaluation on products and services of DCL; customer evaluation on the best pharmaceutical companies; customer evaluation om which pharmaceutical company’s the best antibiotics in Vietnam,

‘The resulis of analyse shows that customers highly appreciated DCL’s policies

of promotion and pricing; DCI’s salo slafls are professional, responsibility and enthusiastic DCL is the second best pharmaceutical companies evaluated by respondents It is also be ranked in the second position of the best antibiotic companies

in Vietnam owsver, participant unsatisfied with customer care service of the company, Base on these rescarch results, the author provide some solutions to improve quality of DCL’s customer cate services such as systematize customer data of the company; classify customer system; build up customer care programs periodically, measures the satisfaction of customers with products and services of the company She

also builds a detail action plan for DCL’s customer care service in 2018.

Customer relationsiup management

Over The Counter Ethical drugs, prescription drugs Area Sales Manager

Regional Sales Manager Job Description

Key Performance Indicator State-Owned Enterprise Customer Care Center

Han Giang pharmacentical joint stock company

ABSTRACT

The stuđy on curert status and efficient improvement solutions of the customer carc central at Cuu Long pharmaccutical joint stock company (DCL) conducted with purpose of analyzing the status, strengths and weaknesses of customer care to develop a

strategy for customer care in the five years 2018 - 2022 in line with DCL'

strategic

direction Based on (he analysis resulls to provide the direction and strategy lo enhanee the effgctiveness of the strengths and minimize the weakness, to create a perfect customer care service for DCL Building Customer care Hotline integrated with CRM system for the company with complete the proc:

s (roociving calls process, calling process, collaboration process) to maximize the efficiency of customer care Building KPL (Key Performance Indicator) for staff and employee reoruitment plan for the dgparhment will consider also In order lo achieve thes rescarch objectives, an investigation conducted in customer conferences in 10 provinces in 2017 with a participation of nearly 1000 people A quantitative method was used with a questiomaire thai was designed lo collect customer feedback about faclors including, customer visiting fequency of sale staffs and sale teaders; customer evaluation on products and services of DCL; customer evaluation on the best pharmaceutical companies; customer evaluation om which pharmaceutical company’s the best antibiotics in Vietnam,

‘The resulis of analyse shows that customers highly appreciated DCL’s policies

of promotion and pricing; DCI’s salo slafls are professional, responsibility and enthusiastic DCL is the second best pharmaceutical companies evaluated by respondents It is also be ranked in the second position of the best antibiotic companies

in Vietnam owsver, participant unsatisfied with customer care service of the company, Base on these rescarch results, the author provide some solutions to improve quality of DCL’s customer cate services such as systematize customer data of the company; classify customer system; build up customer care programs periodically, measures the satisfaction of customers with products and services of the company She

also builds a detail action plan for DCL’s customer care service in 2018.

Customer relationsiup management

Over The Counter Ethical drugs, prescription drugs Area Sales Manager

Regional Sales Manager Job Description

Key Performance Indicator State-Owned Enterprise Customer Care Center

Han Giang pharmacentical joint stock company

4.2.2.8 Delivery service - 36

4.2.2.1 Processes evaluating 38

4.2.2.13, Evaluation of the best pharmaceutical companies in Fietnant 39

4.2.2.14 Evaluation of the best antibiotic companies in Vietant ccc ccc AD

43 ‘The corporate strategy forthe period 2018 — Lm

Chapter 5 CONCLUSIONS AND RECOMMENDATIONS 4 5.1 Customer Care Strategy for the periad 2018 — 2022 3

5.1.2 Classification of custamer system 3

5.1.3 Build up customer cars programs periodically 43

5.1.4, Measures the satisfaction of customers with products and servives of the company 44 5.1.5 Building special customer care quarterly or yearly to make an unique for

Customer care system Of DCL cecsecssiesisiseisestiasisinsieseeesenn dd 5.2, Customer care plan for 2018 oo cecccsssuscsisesssiasstinsiinseeeaen dd

5.2.24 Setup professional procedures and stahilce the personnel of the department AS

5.3 Timeline tor Customer care plan 2018 TH ưưet ` “3

5.4 Technology investment roadmap to support customer care solutions .47

54.1 Functional desertption af the sohilion 48_Toc527889176

5.4.2 Survey appropriate software solution proViđaIs: 48'

5.4.3, Choose the most suitable Supplied 0 essences AD

3.3.3 Customer Care J3ebartment KPIS cv 2Ố References, 59 APPENDIX Questionnaire 6l

Chapter 3 COMPANY [NTRODUCTION 20

3.1 The development history of Cuu Long Pharmaceutieal T§C 20 3.1.1 General introduction

Chapter 4: THE STATUS OF THE BUSINESS

4.2.2.6, Customer assessment to visiting of area sale managers 34

4.2.2.8 Delivery service - 36

4.2.2.1 Processes evaluating 38

4.2.2.13, Evaluation of the best pharmaceutical companies in Fietnant 39

4.2.2.14 Evaluation of the best antibiotic companies in Vietant ccc ccc AD

43 ‘The corporate strategy forthe period 2018 — Lm

Chapter 5 CONCLUSIONS AND RECOMMENDATIONS 4 5.1 Customer Care Strategy for the periad 2018 — 2022 3

5.1.2 Classification of custamer system 3

5.1.3 Build up customer cars programs periodically 43

5.1.4, Measures the satisfaction of customers with products and servives of the company 44 5.1.5 Building special customer care quarterly or yearly to make an unique for

Customer care system Of DCL cecsecssiesisiseisestiasisinsieseeesenn dd 5.2, Customer care plan for 2018 oo cecccsssuscsisesssiasstinsiinseeeaen dd

5.2.24 Setup professional procedures and stahilce the personnel of the department AS

5.3 Timeline tor Customer care plan 2018 TH ưưet ` “3

5.4 Technology investment roadmap to support customer care solutions .47

54.1 Functional desertption af the sohilion 48_Toc527889176

5.4.2 Survey appropriate software solution proViđaIs: 48'

5.4.3, Choose the most suitable Supplied 0 essences AD

3.3.3 Customer Care J3ebartment KPIS cv 2Ố References, 59 APPENDIX Questionnaire 6l

Chapter 1 INTRODUCTION

1.1 The need of the subject

LIL The importance of the pharmaceutical industry to society

According to the report on Top 10 Pharmaceutical Company Vietnam prestige 2017

by Vietnam Report:

- Vietnam's pharmaceutical market is ona positively growth momentum In 2017,

domestic sale is estimated at $ 5.2 billion, increase about 10% compare to the previous year

and is expected to continue to grow over the next five years

- As the population increases rapidly, the per capita income rises, people's knowledge is improved, the demand for medicines of the people will

grow The per capita spending on medicines in Vietnam has increased from $ 9.85

in 2005 to $ 22.25 in 2010 and nearly doubled in 2015 ($37.97) The average annual growth in drug spending is 14.6% between 2010 and 2015, and is expected

to remain at an annual growth rate of at least 14% per year by 2025; per capita

expenditure on drugs in Vietnam is expected to double to US $ 85 in 2020 and US

$ 163 in 2025

Above-mentioned statements prove that the demand for pharmaceuticals in Vietnam

is increasing In addition to the demand for therapeutic drugs, the demand for

functional foods also increases significantly This can easily be explained by the

fact that, with such a high level of income, people's needs are not just essential

needs; they are more and more interested in health and beauty because they are more advanced needs, helping their lives to be happier

Figure 1 1 Expenditure on drug per capita in Vietnam from 2005 and forecast to 2027

Chapter 3 COMPANY [NTRODUCTION 20

3.1 The development history of Cuu Long Pharmaceutieal T§C 20 3.1.1 General introduction

Chapter 4: THE STATUS OF THE BUSINESS

4.2.2.6, Customer assessment to visiting of area sale managers 34

Chapter 1 INTRODUCTION

1.1 The need of the subject

LIL The importance of the pharmaceutical industry to society

According to the report on Top 10 Pharmaceutical Company Vietnam prestige 2017

by Vietnam Report:

- Vietnam's pharmaceutical market is ona positively growth momentum In 2017,

domestic sale is estimated at $ 5.2 billion, increase about 10% compare to the previous year

and is expected to continue to grow over the next five years

- As the population increases rapidly, the per capita income rises, people's knowledge is improved, the demand for medicines of the people will

grow The per capita spending on medicines in Vietnam has increased from $ 9.85

in 2005 to $ 22.25 in 2010 and nearly doubled in 2015 ($37.97) The average annual growth in drug spending is 14.6% between 2010 and 2015, and is expected

to remain at an annual growth rate of at least 14% per year by 2025; per capita

expenditure on drugs in Vietnam is expected to double to US $ 85 in 2020 and US

$ 163 in 2025

Above-mentioned statements prove that the demand for pharmaceuticals in Vietnam

is increasing In addition to the demand for therapeutic drugs, the demand for

functional foods also increases significantly This can easily be explained by the

fact that, with such a high level of income, people's needs are not just essential

needs; they are more and more interested in health and beauty because they are more advanced needs, helping their lives to be happier

Figure 1 1 Expenditure on drug per capita in Vietnam from 2005 and forecast to 2027

Chapter 1 INTRODUCTION

1.1 The need of the subject

LIL The importance of the pharmaceutical industry to society

According to the report on Top 10 Pharmaceutical Company Vietnam prestige 2017

by Vietnam Report:

- Vietnam's pharmaceutical market is ona positively growth momentum In 2017,

domestic sale is estimated at $ 5.2 billion, increase about 10% compare to the previous year

and is expected to continue to grow over the next five years

- As the population increases rapidly, the per capita income rises, people's knowledge is improved, the demand for medicines of the people will

grow The per capita spending on medicines in Vietnam has increased from $ 9.85

in 2005 to $ 22.25 in 2010 and nearly doubled in 2015 ($37.97) The average annual growth in drug spending is 14.6% between 2010 and 2015, and is expected

to remain at an annual growth rate of at least 14% per year by 2025; per capita

expenditure on drugs in Vietnam is expected to double to US $ 85 in 2020 and US

$ 163 in 2025

Above-mentioned statements prove that the demand for pharmaceuticals in Vietnam

is increasing In addition to the demand for therapeutic drugs, the demand for

functional foods also increases significantly This can easily be explained by the

fact that, with such a high level of income, people's needs are not just essential

needs; they are more and more interested in health and beauty because they are more advanced needs, helping their lives to be happier

Figure 1 1 Expenditure on drug per capita in Vietnam from 2005 and forecast to 2027

Table of content Acknowledgement

List of Figurss and Tablss

Abbreviations secnereeneneeee

Chapter 1 NTRODUCTION

1.1 The nced of the subject

LLL The importance of the pharmaceutical industry to society

LL2 the role of customer care in the pharmacentical industry

1.13 The need to set up the Customer care depariment at Cau Long

Pharmaceutical joint stack company

1.14 Vision and mission of the Customer care department fo the Cit Long

Pharmaceutical joint stock company

2.1.1 The importance öŸ service marketing to blsiness sec

21LL Definition of services:

2.1.1.2 The development trend of the service sectar in Vietnant

2.4.4.3 Common characteristics of service

2.4.14 The importance of defining the service marketing strategy

2.1.2, Customer service conoepts

2.1.3 The relationship between cuslomer service and cuslomer care

2.1.4, Customer Satisfaction Theory

2.1.5 CRM theory

2.2, Research rethods

2.3 Data coflection mmsthođ: Quastiornairo

2.4, Data analysis methoẻ

Table of content Acknowledgement

List of Figurss and Tablss

Abbreviations secnereeneneeee

Chapter 1 NTRODUCTION

1.1 The nced of the subject

LLL The importance of the pharmaceutical industry to society

LL2 the role of customer care in the pharmacentical industry

1.13 The need to set up the Customer care depariment at Cau Long

Pharmaceutical joint stack company

1.14 Vision and mission of the Customer care department fo the Cit Long

Pharmaceutical joint stock company

2.1.1 The importance öŸ service marketing to blsiness sec

21LL Definition of services:

2.1.1.2 The development trend of the service sectar in Vietnant

2.4.4.3 Common characteristics of service

2.4.14 The importance of defining the service marketing strategy

2.1.2, Customer service conoepts

2.1.3 The relationship between cuslomer service and cuslomer care

2.1.4, Customer Satisfaction Theory

2.1.5 CRM theory

2.2, Research rethods

2.3 Data coflection mmsthođ: Quastiornairo

2.4, Data analysis methoẻ

Chapter 1 INTRODUCTION

1.1 The need of the subject

LIL The importance of the pharmaceutical industry to society

According to the report on Top 10 Pharmaceutical Company Vietnam prestige 2017

by Vietnam Report:

- Vietnam's pharmaceutical market is ona positively growth momentum In 2017,

domestic sale is estimated at $ 5.2 billion, increase about 10% compare to the previous year

and is expected to continue to grow over the next five years

- As the population increases rapidly, the per capita income rises, people's knowledge is improved, the demand for medicines of the people will

grow The per capita spending on medicines in Vietnam has increased from $ 9.85

in 2005 to $ 22.25 in 2010 and nearly doubled in 2015 ($37.97) The average annual growth in drug spending is 14.6% between 2010 and 2015, and is expected

to remain at an annual growth rate of at least 14% per year by 2025; per capita

expenditure on drugs in Vietnam is expected to double to US $ 85 in 2020 and US

$ 163 in 2025

Above-mentioned statements prove that the demand for pharmaceuticals in Vietnam

is increasing In addition to the demand for therapeutic drugs, the demand for

functional foods also increases significantly This can easily be explained by the

fact that, with such a high level of income, people's needs are not just essential

needs; they are more and more interested in health and beauty because they are more advanced needs, helping their lives to be happier

Figure 1 1 Expenditure on drug per capita in Vietnam from 2005 and forecast to 2027

4.2.2.8 Delivery service - 36

4.2.2.1 Processes evaluating 38

4.2.2.13, Evaluation of the best pharmaceutical companies in Fietnant 39

4.2.2.14 Evaluation of the best antibiotic companies in Vietant ccc ccc AD

43 ‘The corporate strategy forthe period 2018 — Lm

Chapter 5 CONCLUSIONS AND RECOMMENDATIONS 4 5.1 Customer Care Strategy for the periad 2018 — 2022 3

5.1.2 Classification of custamer system 3

5.1.3 Build up customer cars programs periodically 43

5.1.4, Measures the satisfaction of customers with products and servives of the company 44 5.1.5 Building special customer care quarterly or yearly to make an unique for

Customer care system Of DCL cecsecssiesisiseisestiasisinsieseeesenn dd 5.2, Customer care plan for 2018 oo cecccsssuscsisesssiasstinsiinseeeaen dd

5.2.24 Setup professional procedures and stahilce the personnel of the department AS

5.3 Timeline tor Customer care plan 2018 TH ưưet ` “3

5.4 Technology investment roadmap to support customer care solutions .47

54.1 Functional desertption af the sohilion 48_Toc527889176

5.4.2 Survey appropriate software solution proViđaIs: 48'

5.4.3, Choose the most suitable Supplied 0 essences AD

3.3.3 Customer Care J3ebartment KPIS cv 2Ố References, 59 APPENDIX Questionnaire 6l

List of Figures and Tables

Figure L 1 Expenditure on drug per capita in Vietnam from 2005 and forecast to 2027

Figure 3 L DCL's organization structure

Figure 3 2 ‘The amma yrodncionvdlome of of antibiotice

Figure 3 3 Annual production volume of non-antibiotics factory

Figure 3 4 The anmual production volume of Vikimco medical instruments factory

Figure 3 5 The annual production vohune of capsule factory

Figure 3 6 Pharmaceutical producls ccc eo

Figure 3 9 DCL's development orientation

Chart 4 4 Customer evaluation about designing and packaging products 32

Chart 4 5, Customer impression on DCL’s product .00

Chart 4 6, Visiting frequency to customers and saleman attitude

Chart 4 7 Customer visiting frequency of area sale managers

Chart 4 9 Customer evaluation about DCL's delivery service 36 Chart 4 10 DCL’s enstomer care programs 36 Chart 4, 11, Customer satisfaction with customer care service 37 Chaut 4 12 Customer evaluate DCL's processes 38 Chart 4 13 Revenue of pharmacies 39 Chart 4 14 The best pharmaceutical companies in Vietnam 39 Chart 4, 15 The best antibiotic companies in Vietuam 40 Chart 4 16, Comunents of CUStOMETS sseseneteeteenanateieeananatees „41 Table 5 1 A thmefine oŸ customer care strategy in 2018 - 246 Table 5 2 Fucticnal description of system 48 Table 5 3 Price comparision among vendors 50 Table 5 4 Collaboration process “ Table 5 5 KPIs stafff 56

Flow chart 5 2 Calling process 53

Flow chart 5 3 The organization of customer care departinent from 2018-2019 .55

Flow chart 5 4 The organization of customer care đepartment Ñom 2030

Chapter 1 INTRODUCTION

1.1 The need of the subject

LIL The importance of the pharmaceutical industry to society

According to the report on Top 10 Pharmaceutical Company Vietnam prestige 2017

by Vietnam Report:

- Vietnam's pharmaceutical market is ona positively growth momentum In 2017,

domestic sale is estimated at $ 5.2 billion, increase about 10% compare to the previous year

and is expected to continue to grow over the next five years

- As the population increases rapidly, the per capita income rises, people's knowledge is improved, the demand for medicines of the people will

grow The per capita spending on medicines in Vietnam has increased from $ 9.85

in 2005 to $ 22.25 in 2010 and nearly doubled in 2015 ($37.97) The average annual growth in drug spending is 14.6% between 2010 and 2015, and is expected

to remain at an annual growth rate of at least 14% per year by 2025; per capita

expenditure on drugs in Vietnam is expected to double to US $ 85 in 2020 and US

$ 163 in 2025

Above-mentioned statements prove that the demand for pharmaceuticals in Vietnam

is increasing In addition to the demand for therapeutic drugs, the demand for

functional foods also increases significantly This can easily be explained by the

fact that, with such a high level of income, people's needs are not just essential

needs; they are more and more interested in health and beauty because they are more advanced needs, helping their lives to be happier

Figure 1 1 Expenditure on drug per capita in Vietnam from 2005 and forecast to 2027

ABSTRACT

The stuđy on curert status and efficient improvement solutions of the customer carc central at Cuu Long pharmaccutical joint stock company (DCL) conducted with purpose of analyzing the status, strengths and weaknesses of customer care to develop a

strategy for customer care in the five years 2018 - 2022 in line with DCL'

strategic

direction Based on (he analysis resulls to provide the direction and strategy lo enhanee the effgctiveness of the strengths and minimize the weakness, to create a perfect customer care service for DCL Building Customer care Hotline integrated with CRM system for the company with complete the proc:

s (roociving calls process, calling process, collaboration process) to maximize the efficiency of customer care Building KPL (Key Performance Indicator) for staff and employee reoruitment plan for the dgparhment will consider also In order lo achieve thes rescarch objectives, an investigation conducted in customer conferences in 10 provinces in 2017 with a participation of nearly 1000 people A quantitative method was used with a questiomaire thai was designed lo collect customer feedback about faclors including, customer visiting fequency of sale staffs and sale teaders; customer evaluation on products and services of DCL; customer evaluation on the best pharmaceutical companies; customer evaluation om which pharmaceutical company’s the best antibiotics in Vietnam,

‘The resulis of analyse shows that customers highly appreciated DCL’s policies

of promotion and pricing; DCI’s salo slafls are professional, responsibility and enthusiastic DCL is the second best pharmaceutical companies evaluated by respondents It is also be ranked in the second position of the best antibiotic companies

in Vietnam owsver, participant unsatisfied with customer care service of the company, Base on these rescarch results, the author provide some solutions to improve quality of DCL’s customer cate services such as systematize customer data of the company; classify customer system; build up customer care programs periodically, measures the satisfaction of customers with products and services of the company She

also builds a detail action plan for DCL’s customer care service in 2018.

Chapter 3 COMPANY [NTRODUCTION 20

3.1 The development history of Cuu Long Pharmaceutieal T§C 20 3.1.1 General introduction

Chapter 4: THE STATUS OF THE BUSINESS

4.2.2.6, Customer assessment to visiting of area sale managers 34

Table of content Acknowledgement

List of Figurss and Tablss

Abbreviations secnereeneneeee

Chapter 1 NTRODUCTION

1.1 The nced of the subject

LLL The importance of the pharmaceutical industry to society

LL2 the role of customer care in the pharmacentical industry

1.13 The need to set up the Customer care depariment at Cau Long

Pharmaceutical joint stack company

1.14 Vision and mission of the Customer care department fo the Cit Long

Pharmaceutical joint stock company

2.1.1 The importance öŸ service marketing to blsiness sec

21LL Definition of services:

2.1.1.2 The development trend of the service sectar in Vietnant

2.4.4.3 Common characteristics of service

2.4.14 The importance of defining the service marketing strategy

2.1.2, Customer service conoepts

2.1.3 The relationship between cuslomer service and cuslomer care

2.1.4, Customer Satisfaction Theory

2.1.5 CRM theory

2.2, Research rethods

2.3 Data coflection mmsthođ: Quastiornairo

2.4, Data analysis methoẻ

4.2.2.8 Delivery service - 36

4.2.2.1 Processes evaluating 38

4.2.2.13, Evaluation of the best pharmaceutical companies in Fietnant 39

4.2.2.14 Evaluation of the best antibiotic companies in Vietant ccc ccc AD

43 ‘The corporate strategy forthe period 2018 — Lm

Chapter 5 CONCLUSIONS AND RECOMMENDATIONS 4 5.1 Customer Care Strategy for the periad 2018 — 2022 3

5.1.2 Classification of custamer system 3

5.1.3 Build up customer cars programs periodically 43

5.1.4, Measures the satisfaction of customers with products and servives of the company 44 5.1.5 Building special customer care quarterly or yearly to make an unique for

Customer care system Of DCL cecsecssiesisiseisestiasisinsieseeesenn dd 5.2, Customer care plan for 2018 oo cecccsssuscsisesssiasstinsiinseeeaen dd

5.2.24 Setup professional procedures and stahilce the personnel of the department AS

5.3 Timeline tor Customer care plan 2018 TH ưưet ` “3

5.4 Technology investment roadmap to support customer care solutions .47

54.1 Functional desertption af the sohilion 48_Toc527889176

5.4.2 Survey appropriate software solution proViđaIs: 48'

5.4.3, Choose the most suitable Supplied 0 essences AD

3.3.3 Customer Care J3ebartment KPIS cv 2Ố References, 59 APPENDIX Questionnaire 6l

List of Figures and Tables

Figure L 1 Expenditure on drug per capita in Vietnam from 2005 and forecast to 2027

Figure 3 L DCL's organization structure

Figure 3 2 ‘The amma yrodncionvdlome of of antibiotice

Figure 3 3 Annual production volume of non-antibiotics factory

Figure 3 4 The anmual production volume of Vikimco medical instruments factory

Figure 3 5 The annual production vohune of capsule factory

Figure 3 6 Pharmaceutical producls ccc eo

Figure 3 9 DCL's development orientation

Chart 4 4 Customer evaluation about designing and packaging products 32

Chart 4 5, Customer impression on DCL’s product .00

Chart 4 6, Visiting frequency to customers and saleman attitude

Chart 4 7 Customer visiting frequency of area sale managers

Chart 4 9 Customer evaluation about DCL's delivery service 36 Chart 4 10 DCL’s enstomer care programs 36 Chart 4, 11, Customer satisfaction with customer care service 37 Chaut 4 12 Customer evaluate DCL's processes 38 Chart 4 13 Revenue of pharmacies 39 Chart 4 14 The best pharmaceutical companies in Vietnam 39 Chart 4, 15 The best antibiotic companies in Vietuam 40 Chart 4 16, Comunents of CUStOMETS sseseneteeteenanateieeananatees „41 Table 5 1 A thmefine oŸ customer care strategy in 2018 - 246 Table 5 2 Fucticnal description of system 48 Table 5 3 Price comparision among vendors 50 Table 5 4 Collaboration process “ Table 5 5 KPIs stafff 56

Flow chart 5 2 Calling process 53

Flow chart 5 3 The organization of customer care departinent from 2018-2019 .55

Flow chart 5 4 The organization of customer care đepartment Ñom 2030

List of Figures and Tables

Figure L 1 Expenditure on drug per capita in Vietnam from 2005 and forecast to 2027

Figure 3 L DCL's organization structure

Figure 3 2 ‘The amma yrodncionvdlome of of antibiotice

Figure 3 3 Annual production volume of non-antibiotics factory

Figure 3 4 The anmual production volume of Vikimco medical instruments factory

Figure 3 5 The annual production vohune of capsule factory

Figure 3 6 Pharmaceutical producls ccc eo

Figure 3 9 DCL's development orientation

Chart 4 4 Customer evaluation about designing and packaging products 32

Chart 4 5, Customer impression on DCL’s product .00

Chart 4 6, Visiting frequency to customers and saleman attitude

Chart 4 7 Customer visiting frequency of area sale managers

Chart 4 9 Customer evaluation about DCL's delivery service 36 Chart 4 10 DCL’s enstomer care programs 36 Chart 4, 11, Customer satisfaction with customer care service 37 Chaut 4 12 Customer evaluate DCL's processes 38 Chart 4 13 Revenue of pharmacies 39 Chart 4 14 The best pharmaceutical companies in Vietnam 39 Chart 4, 15 The best antibiotic companies in Vietuam 40 Chart 4 16, Comunents of CUStOMETS sseseneteeteenanateieeananatees „41 Table 5 1 A thmefine oŸ customer care strategy in 2018 - 246 Table 5 2 Fucticnal description of system 48 Table 5 3 Price comparision among vendors 50 Table 5 4 Collaboration process “ Table 5 5 KPIs stafff 56

Flow chart 5 2 Calling process 53

Flow chart 5 3 The organization of customer care departinent from 2018-2019 .55

Flow chart 5 4 The organization of customer care đepartment Ñom 2030

4.2.2.8 Delivery service - 36

4.2.2.1 Processes evaluating 38

4.2.2.13, Evaluation of the best pharmaceutical companies in Fietnant 39

4.2.2.14 Evaluation of the best antibiotic companies in Vietant ccc ccc AD

43 ‘The corporate strategy forthe period 2018 — Lm

Chapter 5 CONCLUSIONS AND RECOMMENDATIONS 4 5.1 Customer Care Strategy for the periad 2018 — 2022 3

5.1.2 Classification of custamer system 3

5.1.3 Build up customer cars programs periodically 43

5.1.4, Measures the satisfaction of customers with products and servives of the company 44 5.1.5 Building special customer care quarterly or yearly to make an unique for

Customer care system Of DCL cecsecssiesisiseisestiasisinsieseeesenn dd 5.2, Customer care plan for 2018 oo cecccsssuscsisesssiasstinsiinseeeaen dd

5.2.24 Setup professional procedures and stahilce the personnel of the department AS

5.3 Timeline tor Customer care plan 2018 TH ưưet ` “3

5.4 Technology investment roadmap to support customer care solutions .47

54.1 Functional desertption af the sohilion 48_Toc527889176

5.4.2 Survey appropriate software solution proViđaIs: 48'

5.4.3, Choose the most suitable Supplied 0 essences AD

3.3.3 Customer Care J3ebartment KPIS cv 2Ố References, 59 APPENDIX Questionnaire 6l

4.2.2.8 Delivery service - 36

4.2.2.1 Processes evaluating 38

4.2.2.13, Evaluation of the best pharmaceutical companies in Fietnant 39

4.2.2.14 Evaluation of the best antibiotic companies in Vietant ccc ccc AD

43 ‘The corporate strategy forthe period 2018 — Lm

Chapter 5 CONCLUSIONS AND RECOMMENDATIONS 4 5.1 Customer Care Strategy for the periad 2018 — 2022 3

5.1.2 Classification of custamer system 3

5.1.3 Build up customer cars programs periodically 43

5.1.4, Measures the satisfaction of customers with products and servives of the company 44 5.1.5 Building special customer care quarterly or yearly to make an unique for

Customer care system Of DCL cecsecssiesisiseisestiasisinsieseeesenn dd 5.2, Customer care plan for 2018 oo cecccsssuscsisesssiasstinsiinseeeaen dd

5.2.24 Setup professional procedures and stahilce the personnel of the department AS

5.3 Timeline tor Customer care plan 2018 TH ưưet ` “3

5.4 Technology investment roadmap to support customer care solutions .47

54.1 Functional desertption af the sohilion 48_Toc527889176

5.4.2 Survey appropriate software solution proViđaIs: 48'

5.4.3, Choose the most suitable Supplied 0 essences AD

3.3.3 Customer Care J3ebartment KPIS cv 2Ố References, 59 APPENDIX Questionnaire 6l

Chapter 1 INTRODUCTION

1.1 The need of the subject

LIL The importance of the pharmaceutical industry to society

According to the report on Top 10 Pharmaceutical Company Vietnam prestige 2017

by Vietnam Report:

- Vietnam's pharmaceutical market is ona positively growth momentum In 2017,

domestic sale is estimated at $ 5.2 billion, increase about 10% compare to the previous year

and is expected to continue to grow over the next five years

- As the population increases rapidly, the per capita income rises, people's knowledge is improved, the demand for medicines of the people will

grow The per capita spending on medicines in Vietnam has increased from $ 9.85

in 2005 to $ 22.25 in 2010 and nearly doubled in 2015 ($37.97) The average annual growth in drug spending is 14.6% between 2010 and 2015, and is expected

to remain at an annual growth rate of at least 14% per year by 2025; per capita

expenditure on drugs in Vietnam is expected to double to US $ 85 in 2020 and US

$ 163 in 2025

Above-mentioned statements prove that the demand for pharmaceuticals in Vietnam

is increasing In addition to the demand for therapeutic drugs, the demand for

functional foods also increases significantly This can easily be explained by the

fact that, with such a high level of income, people's needs are not just essential

needs; they are more and more interested in health and beauty because they are more advanced needs, helping their lives to be happier

Figure 1 1 Expenditure on drug per capita in Vietnam from 2005 and forecast to 2027

Chapter 3 COMPANY [NTRODUCTION 20

3.1 The development history of Cuu Long Pharmaceutieal T§C 20 3.1.1 General introduction

Chapter 4: THE STATUS OF THE BUSINESS

4.2.2.6, Customer assessment to visiting of area sale managers 34

Table of content Acknowledgement

List of Figurss and Tablss

Abbreviations secnereeneneeee

Chapter 1 NTRODUCTION

1.1 The nced of the subject

LLL The importance of the pharmaceutical industry to society

LL2 the role of customer care in the pharmacentical industry

1.13 The need to set up the Customer care depariment at Cau Long

Pharmaceutical joint stack company

1.14 Vision and mission of the Customer care department fo the Cit Long

Pharmaceutical joint stock company

2.1.1 The importance öŸ service marketing to blsiness sec

21LL Definition of services:

2.1.1.2 The development trend of the service sectar in Vietnant

2.4.4.3 Common characteristics of service

2.4.14 The importance of defining the service marketing strategy

2.1.2, Customer service conoepts

2.1.3 The relationship between cuslomer service and cuslomer care

2.1.4, Customer Satisfaction Theory

2.1.5 CRM theory

2.2, Research rethods

2.3 Data coflection mmsthođ: Quastiornairo

2.4, Data analysis methoẻ

Customer relationsiup management

Over The Counter Ethical drugs, prescription drugs Area Sales Manager

Regional Sales Manager Job Description

Key Performance Indicator State-Owned Enterprise Customer Care Center

Han Giang pharmacentical joint stock company

Chapter 1 INTRODUCTION

1.1 The need of the subject

LIL The importance of the pharmaceutical industry to society

According to the report on Top 10 Pharmaceutical Company Vietnam prestige 2017

by Vietnam Report:

- Vietnam's pharmaceutical market is ona positively growth momentum In 2017,

domestic sale is estimated at $ 5.2 billion, increase about 10% compare to the previous year

and is expected to continue to grow over the next five years

- As the population increases rapidly, the per capita income rises, people's knowledge is improved, the demand for medicines of the people will

grow The per capita spending on medicines in Vietnam has increased from $ 9.85

in 2005 to $ 22.25 in 2010 and nearly doubled in 2015 ($37.97) The average annual growth in drug spending is 14.6% between 2010 and 2015, and is expected

to remain at an annual growth rate of at least 14% per year by 2025; per capita

expenditure on drugs in Vietnam is expected to double to US $ 85 in 2020 and US

$ 163 in 2025

Above-mentioned statements prove that the demand for pharmaceuticals in Vietnam

is increasing In addition to the demand for therapeutic drugs, the demand for

functional foods also increases significantly This can easily be explained by the

fact that, with such a high level of income, people's needs are not just essential

needs; they are more and more interested in health and beauty because they are more advanced needs, helping their lives to be happier

Figure 1 1 Expenditure on drug per capita in Vietnam from 2005 and forecast to 2027

Chapter 3 COMPANY [NTRODUCTION 20

3.1 The development history of Cuu Long Pharmaceutieal T§C 20 3.1.1 General introduction

Chapter 4: THE STATUS OF THE BUSINESS

4.2.2.6, Customer assessment to visiting of area sale managers 34