Tài liệu Change management during crm implementation the case of gsk vietnam

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 1 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 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 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 1 GSK organization chart .................................................................................................... 2 Figure 2 Expert Marketing activities .............................................................................................. 5 Figure 3 Expert Marketing Organizational chart ............................................................................ 5 Figure 4 Detailing team structure - DKSH .................................................................................... 5 Figure 5 Number of samples between scorecard and Veeva report from Apr to Aug 2019 ........... 8 Figure 6 Initial cause – effect map .................................................................................................. 9 Figure 7 Number of samples on scorecard from 15 Apr to 1 May 2019 ...................................... 13 Figure 8 Number of samples on scorecard – Da Nang area ......................................................... 14 Figure 9 Updated cause – effect map ............................................................................................ 16 Figure 10 Financial investment - Veeva ....................................................................................... 19 Figure 11 Costs for alternative solution 1 (author synthesis) ....................................................... 28 Figure 12 Costs for alternative solution 2 (author synthesis) ....................................................... 31 Figure 13 Costs for alternative solution 3 (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 1 Problem context ....................................................................................................................... 1 1.1 Company background ...................................................................................................... 1 GlaxoSmithKline PLC ............................................................................................................. 1 GlaxoSmithKline Vietnam ...................................................................................................... 1 Overall Expert Marketing ........................................................................................................ 2 1.2 2 Problem identification ............................................................................................................. 9 2.1 Potential problems ............................................................................................................ 9 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 3 Symptom .......................................................................................................................... 5 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 4 Conclusion ............................................................................................................................. 38 5 Support information ............................................................................................................... 39 1 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 do 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 2 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. 1 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 1 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 2 HR - Deliver localized expert marketing materials together with local insights for sales force implementation (which is aligned with centrally created materials) - Deliver localized expert marketing materials together with local insights for activation of other marketing touch points (advertorials, e-platforms, press releases, PR, symposia etc) for non-sales force implementation - Collaborate with Brand marketing team to shape the healthcare environment to endorse GSK brands to consumers Commercial Execution - Work with the VLTs and the cross functional team to deliver the business goals - Involve in the financial planning process to build commercial and financial knowledge - Partner with local expert and trade selling teams to ensure strategic alignment and flawless execution with HCPs including those in retail setting – including launching both commercial and product innovation in a market - Closely manage local expert agency or a global affiliate to leverage maximum impact on local marketing initiatives - Partner with medical and regulatory (and regional as needed) to deliver a local HCP advocacy plan which drives brand recommendation and is compliant with scientific engagement - Work closely with local communication/PR team to execute medically relevant PR set and track benchmark KPIs, draw insights and course correct based on learning in a timely manner Expert Marketing activities Expert Marketing is specific department which has core target customer includes: hospital, healthcare association, clinic, pharmacy and medical school. Each customer will toward different purpose and different activities. In general, Expert Marketing has targets and activities which are in below table. Purpose: - Tender: this is key purpose which effect to EM performance. Besides, this activity only happen in hospital. In hospital Vietnam, pharmaceutical procurement is used to purchase drug from supplier (pharmaceutical company) to meet the treatment need for patients. Moreover, this method will be implemented by tender. In other ways, hospital will invite bids for many packages to buy medicine. Pharmaceutical companies will try to gain the 3 the winning bid. Products for bidding process in hospital include OTC (Panadol, Otrivin, Voltaren,…) and prescription medicine - HCP‘s recommendation. Cx is in charge of OTC and cosmeceutical. Hence for medical channels, HCP will give recommendation to patients about specific products. And then patients can buy themselves in future. - Build relationship with KOL. KOL in hospital channel includes experienced, trusted and famous HCP can give recommendation or feedback to other HCPs or patients,….. - Sale performance: In Expert marketing, due to nature of channel, WN and NU has higher sale target comparing to SH and OH. - Knowledge transfer: increase brand awareness Due to symptom related to sampling program, author will detail about this activity About sampling program Sampling program is one of core activities in Expert channel. SH and OH products regulated as cosmeceuticals may be provided to HCPs free of charge for HCP familiarization or for HCPs to pass onto their patients/consumers in reasonable quantities as samples or testers. This activity will strengthen the detailing messages and to allow instant usages or experiences of the non-pharmaceutical. Recently, MRs will deliver samples of OH (Sensodyne Repair & Protect 20g) and SH (Physiogel A.I. Cream 5ml and Acne Aid Liquid cleanser 30ml) Kind of Association Hospital Clinic Pharmacy School Tender Recommendation Recommendation Knowledge Recommendation Sale HCO Purpose Build relationship Sale transfer with KOL Build brand/company awareness Activity Detailing (support tools: Veeva, leaflets, …) Group discussion Congress/sponsoring Lunch and Learn Promotion Congress Free sample (monitor by Veeva) Sources: internal 4 Figure 2 Expert Marketing activities HOD Expert Detailing Manager Expert Marketing Manager Veeva Super User Marketing Assistant Figure 3 Expert Marketing Organizational chart National Coordinator Tender Executive Sup SHOH North MRs Sup WN-NU North MRs Sup Central MRs Sup SH South MRs Sup OH South MRs Sup WN-NU South MRs Figure 4 Detailing team structure – DKSH 1.2 Symptom About Veeva system Introduction: In 2017, GSK Consumer Healthcare launched Sales Force Automation (SFA) solutions (MED-e-rep, Koach and MSET), in favour of introducing Veeva. The strategic direction is to unite all customer engagement activities for salesforce to a single solution – SFA, connecting cross-channel customer interactions and providing the GSK Consumer Health Expert Sales Force the potential for a truly 360° view of our interactions with customers. Veeva is viewed as a CRM application which support for SFA solution to build on the Salesforce platform designed specifically for the pharmaceutical and biotechnology industries. Veeva can help to 5 deliver a standardized global SFA solution for target customers on pharmacy and expert channels to drive our business performance, efficiency and effectiveness. Veeva provide to salesforce and management access to enhance customer data, provide powerful planning tools and impressive detailing features, detail activity tracking and have the full performance tracking with a dashboard view. Based on this solution via Veeva, GSK stakeholders will commit to: - Drive channel share by enabling & promoting new best in class commercial processes for Consumer Health, providing optimized system coverage model for all trade channels in all regions, enabling the maximization of reach, frequency, and quality of salesforce customer interactions - Drive Expert recommendations by provisioning of tools to foster Science-based influencing skills through multi-channel marketing, enabling high degree of personalization of HCP journey - Improve Salesforce ranking by enabling and advancing the adoption of global processes & capabilities targeted to enhance Sales Force efficiency and effectiveness, providing an exceptional customer experience Benefits: - Simplicity: Veeva is seen as user friendly interface allowing more eye contact with the HCP improving engagement, simple and easy to use. Moreover, it can help to reduce number of systems to use in a call. This benefit focuses on Salesforce‘s need - Standardization: Veeva can enable best practice through the First Choice Expert framework. This facilitates for simplifying compliance requirements and support global KPIs. This benefit also focuses on Salesforce‘s need - Enhanced Capabilities: Veeva can create enhancements delivered directly from head office (such as Marketing, sale operation,…) to MR‘s iPad through regular updates. Through Veeva, people deliver more critical information enabling more effective call planning. Besides, it can unlock the potential for future multi-channel marketing requirements. - Efficiency: Offline capability, enables efficiency and productivity at head office as well as multiple field benefits, support standardized and scalable operational processes. Sampling process 6 Step 1: Expert Marketing Assistant will raise Stock Issue Advice form to head of Expert Marketing team and head of Supply chain team for acknowledgement; then send it to DKSH to issue samples at DKSH‘s warehouse and deliver to MR‘s house Step 2: MR will deliver samples to HCP following specific quantities on scorecard. MR will record it on acknowledgement form with HCP‘s signature Sample management in Veeva Step 1: Super user creates the entries and populates the Lot catalog. And the he or she continue to create sample receipt records for that correspond to the initial inventory and loaded into the system (via the data loader if required) Step 2: Once the super user had added the initial inventory of the sample items to the system, they must then create Sample Transfer transactions for MRs. The shipment number can be used to group sample receipts together Step 3: When confirming the receipt of sample items, the MRs will confirm the whole shipment at once. MRs must then confirm their quantities and receipt of the samples. When MRs confirm their receipt of the sample, Veeva will automatically create a sample lot with the MR as an owner and the lot will be available for dropping during a call report Step 4: Samples drops are sample items which are hand delivered to a HCP during a call report or non-call report. Once sample items has been dropped to HCP, MR need to capture to confirm the HCPS receipt of the items Step 5: Samples drops are stored as disbursement sample transaction. Veeva allows users to create additional sample transactions to track stock and inventory movements outside of disbursement to HCPs. These include: return of stock to head office, transfer between MRs, adjust for missing, lost or damaged stock About symptom On Sep 2019, GSK implemented independent business monitoring - also known as audit for execution of sampling program. The details of this audit are as follows: - Description of audit activity: evaluate risk that the amount of sample given to HCPs will exceed the limit in SOP or not. Also, they need to track how sample is distributed from GSK, DKSH warehouse to sales team and to HCPs class A & B. - How performed (e.g. checklist, desktop review, GEMBA): Randomly selected samples from the universe and review the receipt form. Same process against checklist. 7 - Sample size: During period from Apr to Aug 2019, there were 2010 cases which are sampled. On this audit activity, 200 cases which are chosen randomly to check (20% versus total cases) - Auditors include: o Level 1: Expert Marketing team (Head of Department, Expert Marketing Manager, Expert Detailing Manager) o Level 2: Area Compliance Officer From report, auditors found that number of samples which are reported in Veeva are different from target sampling plan in scorecard. Below chart provides information about number of actual sampling product on Veeva system and number of target sampling plan. Overall, there are always gap between actual and plan every month from April and August 2019. It is noticeable that gap become highest on May and June 2019. This can be explained by random check. Due to there is audit for MRs who are in charge of SH and OH samples and quantities of OH and SH samples is different. Moreover, supporting documents are checked to find further information about these cases. Therein, sampling record form which has been seen as important evidence includes information like sample name, quantity of received samples, received date, HCP‘s name, address, HCP‘s signature,…. 2000 1800 1600 1400 1200 Sum of Quantiy on Veeva 1000 Sum of Quantity on scorecard 800 600 400 200 0 Apr May Jun Jul Aug Figure 5 Number of samples between scorecard and Veeva report from Apr to Aug 2019 8 2 Problem identification 2.1 Potential problems To find out possible problems, in-depth interview had been implemented, including stakeholders as following: - Mr. Nam Ngo: Head of EM team – GSK company. He‘s just on board from 3 Feb 2020 - Ms. Nga Tran: EM National Coordinator – GSK‘s brand – DKSH company. She has been working here for 4 years. The first three-years, she worked as supervisor at North. And then her responsibility is as EM National Coordinator. - Mr. Phuong Nguyen: IT GSK – mainly in charge of Cx IT. He is dedicated to support EM team for Veeva by GSK General Manager from Nov to until now - Ms. Thuy Nguyen: Tender executive of EM team – DKSH company. Before head of EM team left GSK, she decided that Ms. Thuy is dedicated to support EM team for Veeva for short time. If Veeva super-user is hired, she will release job to new Veeva super-user. - Ms. Thao Nguyen: supervisor of OH HCM team – DKSH company. Her team used to work well on Veeva. - Ms. Loc Tran: supervisor of SH HCM & ALL CAT Mekong team – DKSH company. His team always meet issues with Veeva After in-depth interview with 6 persons, the summary of initial cause and effect map is drawn as below that lead to symptom ―Underperformance of Veeva report‖. Figure 6 Initial cause – effect map 9 2.1.1 Old version of Veeva Veeva first launched in GSK Consumer Healthcare Vietnam on Sep 2017. Based on information from Mr. Phuong Nguyen, we had known about version of Veeva on Cx. It‘s fact that its version is not newer than Rx‘s. Ms. Nga Tran indicated that ―ILT team cannot make comparison between Rx and Cx. It‘s unfair with Cx. Veeva activity from Rx are gotten attention as they have over 300 MRs while Expert Marketing team only have over 30 MRs. It is worth the investment from Rx‖. Most MRs give feedback on the complexity of Veeva because Veeva they are using is older than Rx‘s. Ms. Nga – EM National coordinator also shared specific issues which MRs were facing to show how Veeva is really inconvenience on this situation. That‘s reason why her team cannot achieve 100% Veeva monthly report and faces mistake on this audit. As response from Ms. Nga – EM National coordinator: “When I were supervisor, I also did not highly recommended to report on Veeva because we have to report on Excel file first and then we will upload it on Veeva. We do report Veeva because that time we have Ning – ex-head of department. 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.” Complex Veeva system has been exposed clearly by team which has personnel fluctuation in human resources. Typical of them are Mr. Loc Tran‘s team. Mr. Loc is recently supervisor of SH HCM & all CAT in Mekong team which has many new reps. Through interview, Mr. Loc Tran stated: “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.” 10 2.1.2 Lack of willing to use from MRs Lack of willing to use from MRs is identified and explored from interviewee‘s comment Veeva is complex about technical and actual action – MRs did not key in information in Veeva. This is detailed as follow. Complexity of Veeva: Most MRs missed key in information on Veeva system because they has data-related problems such as: new territory, change CAT each other's territory lead to change their HCP‘s mapping,…..Team have only two MRs who can report on Veeva. Those MRs belong to Ms. Thao Nguyen‘s team. Ms. Thao Nguyen also share information, in specific: “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 dairy. 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 do not have many pressure of sale KPI more than other CATs. We also only manage OHHo Chi Minh, EM have many OH teams. I believe that you get my point”. Missing key in information in Veeva: Most MRs think that Veeva system is complex. Hence, by importing information from Excel file into Veeva system, they usually spend full one or two free days to do report for a month. Mr. Loc Tran pointed problems his team face, in specific: “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 do report”. 2.1.3 Lack of Veeva super-user On current situation, EM team did not have official Veeva super-user within six months. As response from Mr. Loc Tran “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 do well, it can improve. But if sale decrease, it’s really effected to company and our income”. 11 Ms. Nga also comment that Veeva system is really mess if lack of Veeva super-user. Ms. Thuy Nguyen also is tired to share about Veeva. She stated that Veeva need long time to understand clearly. Before head of department leave GSK, she assigned a part of Veeva‘s role to Ms. Thuy Nguyen. Ms. Thuy Nguyen has sharing, in particularly: “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 stress. 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.” Poor quality on customer data and information: Recently, EM team only have two over thirty-four MRs who can report on Veeva. Thanks to Ms. Nga Tran, author had list of issues such as: MR did not receive an email to update the new IOS version of Ipad, cannot see the cycle plan & target Q3.19 because they cannot sync, Ms. Thuy Nguyen failed to update cycle plan & target Q4 because the Data Loader application failed, mapping data of HCP is out-up-date and has not been updated new territory for MRs, new MRs has not created an account yet because mapping data HCP is out-up-date and not correct, territory has not been updated, hence, if Ms. Thuy Nguyen create an account for new MRs, it cannot be used. 2.1.4 Insufficient Veeva training Following SOP, before accessing Veeva, MRs is required to learn Veeva course and get certification on e-learning platform. Through Veeva course, MRs have a chance to know how Veeva supports them to perform all their KPIs (sales, call, quantity of free sample, ...) related activities (detailing, marketing activities, …) and can use application confidently and efficiently in their day to day job. However, insufficient Veeva training sessions is still a given in interview. Mr. Loc Tran posits that 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. According to Ms. Thuy Nguyen, it takes at least three months for no-experience super-user like her to understand system clearly if she focused on Veeva with 100% her full-time. Ms. Thuy Nguyen who recently is seen as Veeva super-user also commented: 12