Mr Nguyen ToanThang was born in 1975. He graduated in Polyclinic from Medical University of Hanoi. Before joining DCL, MrThang gained 15 years of experience in large medical and pharmaceutical corporates both domestically and overseas such as: Baxter Drug and Medical Device Group (Director in North Area), Abbott Laboratories (Director in North Area – Medical diagnostics department), Gedeon Richter Pharmaceuticals in Hungary (Sales Manager), EbewePharmaceuticals (Sales Specialist) …
His main task in these corporates was to set up large-scale sales system and to support distributors by marketing and sales programs to promote sale through patient channel. Mr. Thang also took responsibilities for procurement activities of medical devices, pharmaceuticals … in hospitals, pharmacies … With deep knowledge and experience, Mr. Thang also undertook research, business trend & performance forecasts in the pharmaceutical industry in order to offer advices for business leaders, and promote sales effectiveness.
Thanks to his abilities and passion for his job, he led all businesses above to achieve 30% growth in revenues – an excessively high growth rate in the pharmaceutical industry, at the same time, he himself received awards for Salesman during work.
Growth driving force from new sales system
In charge of Deputy Sales Director of Cuu Long Pharmacy Joint Stock Companysince early 2015 when it was already taken over by F.I.T, MrThang instantly applied his knowledge and experience gained from market for many years to do research, change quality, and create new appearance for sales system of the company – which originally had many shortcomings due to unfavorable environment in previous state regime. Mr Thang reviewed about Cuu Long Pharmasince the very first days at F.I.T that “State policies aim at promoting domestic pharmaceutical companies development. In addition, demand on health care from time to time will gradually increase, which can be seen as a great opportunity forCuu Long Pharma. Besides, though Cuu Long Pharma has possessed long-standing and well-known brand in the market owing to its good quality based on high qualified machines, its sale and core business have not been built on the basis of benefit optimization for the company. “
With 17 branches and about 100 employees, quality of sales and debt management were a big matter forCuu Long Pharmainprevious period. Nonprofessional sale staffs were in charge of many works, and sales on the basis of prioritizing items that are easy to sell, directing to wholesalers … then led to low profit margins. Not to mention that a lot of bad debtsseriouslyaffected business performance of the company.
With his such overview, 3 major efforts that MrThang embarked on the implementation of changes in Cuu Long Pharmaright after joining F.I.T: improving sales system and methods of sale; changing group of business priorities; and diversifying products based on the strengths of the company and market demand.
In just a short time, Cuu Long Pharma had drastically drop out all inefficient and wasteful branches and focused on expanding network of new distributors. Currently, the company has approximately 150 professional salesmeninstead of 100 nonprofessional onesas before, (of which many high-qualified staffs are recruited from the reputed pharmaceutical companies in the world as GSK), with representatives of distributors across 60 provinces in the entire country instead of 20 one as before.
Specifically, with the change in sales policy with the distributors, the policy focused on customerstoward retail and change ingroups of products that were prioritized, and Cuu Long Pharmahad also done three things: increase sales, promote sales margins and have good debt management. “The goal in the next 5 years is that we will increase the list of pharmacy customers 8 to 10 times higher than its today,” MrThang said.
With these efforts, in the first quarter of 2016, the company achieved impressive results of business growth: revenue from pharmaceuticals grew 55%over the same period; revenue from medical devices grew 68%; revenue from the empty capsule (capsule) increased 13%; all are exceeded the target, despite during Tet holiday. Medical devices was from loss revenuein the previous period to start to have interests now by business promoting policy.
Not only changes in sales policy, new products and policy of group of products priority are also creating clearly changes in the business performance of Cuu Long Pharma.
“New products development with the aim to better meet market demand, increase profits for the company is as one of the particular important priorities of Cuu Long Pharma in the context that some groups of products areat maximum production capacity.”, he said. In the coming time, Cuu Long Pharma plans to launch new products to the market that is expected to creat more growth driving forces to the company in the coming time.
