basics of field management
TRANSCRIPT
Basics of Field Management
What is in the picture???
Square wheelsMore energy consumption
Less output
Why to use square wheels when they have Round wheels on the cart
Every body is pulling and pushing the cart
Too Busy that nobody bother to look for a better way
This situation needs the effective role of a manager
ManagerRole of a manager in a Pharmaceutical Company???
ExerciseRoles and functions of a GCM/CM
Definition of a manager
What a manager is not……………
A manager is not a worker
A manager is not a dictator
A manager is not a super medical Rep
A manager is not a Bureaucrat
A manager is not a subordinate of the workers
What a manager is???
A manager is a person who is responsible to do the things through others ( Territory managers)
A manager is a leader
A manager is a companion during performing jobs
A manager is the most key person in pharma marketing
A manager is a coach
What a manager is???
A manager is a team builder
A manager is a basic hiring person of Territory managers
A manager is a motivator
A manager is an evaluator
A manager is a great communicator
Roles of a ManagerGCMis responsible for all company functions in a city of one particular Division
CMs are responsible for all divisions in a particular city
Leads a team of 5-8 Territory Managers
Directly reporting to ZSM
Responsible for sales/ Target vs achievement
Responsible for Proper working of All TMs
Responsible for proper implementation of company’s strategy in his/her area
Roles of a Werrick GCM/CM
FIRST LEVEL OF MANAGEMENT
BEARS MOST BURDEN
DOES NOT SELL
BECOMES A MANAGER OF “DOERS”. ROLE CHANGES FROM SELLING TO MANAGING
MUST UNDERSTAND THE CHANGE NEEDS TRAINING ON PROMOTION.
DIRECT CONTROL ON Field Force, LEADS AND DEVELOPS THEM
ULTIMATE SALES DEVELOPMENT RESPONSIBILITY FOR A GIVEN AREA
Functions of a GCM/CM
Hiring Recruitment & Selection
Coaching
Sales monitoring
Territory designing
Motivation
Praise & reprimand
Planning to achieve objectives
New growth strategies planning
Holding meetings
A PROFESSIONAL SOMEONE WHO HAS NECESSARY EDUCATION KNOWLEDGE & TRAINING TO GUIDEOTHERS CONVINCINGLY
TRAINING AREAS FOR A GCM/CMMANAGERIAL FUNCTIONSSELLING SKILLSCOACHINGPRODUCT KNOWLEDGEINTERVIEWING TECHNIQUESTERRITORY DESIGNINGDOCTORS COVERAGE PLAN ( TOUR PLANS)SALES ANALYSISMEETINGS ( WEEKLY/MONTHLY/QUARTERLY)APPRAISALS
GENERAL INFORMATION ABOUT THE COMPANY HISTORY
ROLE OF A MANAGER
TO GET THINGS DONE
THROUGH
OTHER PEOPLE
Recruitment & Selectioon
Recruitment:
Invitation of applications for a particular post
Selection:
Finalizing the candidate and joining
Essential CriteriaMust attributes in a candidate
Education (BA)
Age (23-30 years)
Experience ( 1-2 years)
Motorcycle
Male/Female
Desired CriteriaNot must but preferred to be,
Good command on English
Good Area Knowledge
Good Product Knowledge
Handsome Personality
RECRUITING AND SELECTING SALES
REPSRECRUITEMENT PROCEDURE
INVITE APPLICATIONS THROUGH VARIOUS MEANS
CONDUCT TESTS, INTERVIEWS ACCORDING TO THE POLICY OF THE COMPANY.
OBTAIN REFERENCES AND PAST EMPLOYMENT HISTORY
GET MEDICAL EXAMINATION OF THE FINAL CANDIDATE(S)
RECRUITEMENT SOURCES
OTHER DEPARTMENTS/DIVISIONS OF THE COMPANY
OTHER Cos’ FIELD FORCE CONTACTED BY OWN REPRESENTATIVES.
COLLEGES AND UNIVERSITIES
RESPONDENTS TO NEWSPAPER ADVERTISEMENTS
Ads in different Hospitals walls
How to make an Ad
Exercise to make an effective Ad
Selection Criteria
Two types of criteria :
Essential
Desired
Essential CriteriaEducation (BA)
Age (23-28 years)
Motorcycle
Experience (1-2 years)
Male/Female
Desired CriteriaPreferable
Handsome personality
Good command on English
Good area knowledge
Good Product knowledge
Same Segment working
TIPS AND CHARACTERSITICS OF A GOOD INTERVIEWER
GIVES WARM WELCOME, CREATES GOOD ENVIRONMENT.
SMILES
HAS EYE TO EYE CONTACT
NODS AND SAYS “YES” OR “OKAY”.
TALKS LESS, LISTENS MORE
OBSERVES BODY LANGUAGE
IS PUNCTUAL
KNOWS JOB SPECIFICATIONS/REQIUREMENTS
InterviewExercise the interview
GUIDELINES FOR PLANNING THE INTERVIEW AND CONDUCTINGE
INTERVIEW“DO NOT TREAT A “SELECTION INTERVIEW” CASUALLY AS THOUGHT IT WAS A MERE CONSERVATION”
PLANNING THE INTERVIEWFORMULATE QUESTIONS (OEQs. CEQSs ETC) BASED ON EACH NEEDED ATTRIBUTE. USE CEQs TO THE MINIMUM.USE WORDS TO DESIGN QuestionsPLANNING THE SITTING QUIET PLACENO INTERUPPTION (NO PHONE CALLS)PUNCTUALITY
GUIDELINES FOR PLANNING THE INTERVIEW AND
CONDUCTING THE INTERVIEWCONDUCT THE INTERVIEW
GREET INTERVIWEE AND INIITATE A BREAF SOCIAL CONVERSATIONS TO CREATE +VE CLIMATE AND TO MAKE THE CANDIDATE FEEL AT EASE
USE AN INTERVIEW APPRAISAL SHEET TO MANAGE THE FLOW OF THE INTERVIEW AND TO GATHER INFORMATION FOR DECISION MAKING.
EYE TO EYE CONTACT AND SMILE
LISTEN, OBSERVE (EYE CONTACT, POSTURE, GESTURES ETC) AND NOD/SAY YES OR OKAY.
RECORD THE INTERVIEW CONTENTS.
INVITE QUESTIONS AND ANSWER THEM
CONCLUDE BY EXPRESSING APPRECIATION
Important pointsEducational gaps
Career gaps
Reasons of leaving
Reasons of joining
Family structure
How he or she become aware of vacancy
Important pointsNumber of dependents
Social class
Spare time activities
Hobbies
How he/she grade previous company
Why he/she wants to join Werrick?
Important pointsNumber of friends
How he/she spend Sunday or any holiday?
From where he/she actually belongs?
FORMER EMPLOYER TELEPHONE CHECK-UP
NAME OF THE COMPANY ………………..
EMPLOYED OR NOT EMPLOYED
DURATION : FROM ……………. TO ……………
JOB……………………..
STARTING SALARY ………….., LAST SALARY
REASON FOR LEAVING
HOW TO MAKE FINALSELECTION
STUDY:-THE APPLICATION (NOTE RELATIVE IMPORTANCE THE CANDIDATE GIVES TO HIS CHARACTERSTICS)APPITUDE TEST (IF ANY)INTERVIEW APPRAISAL SHEET.FORMER EMPLOYES’ CHECK-UP NOTE. IF YES, THEN GRADE YOUR JUDGEMENT AS FOLLOWS:-VERY SUITABLE +++MODERATELY SUITABLE ++
INTRRODUCE OF A NEW
EMPLOYEEWHAT IS IT?
SETTLING IN A NEW EMPLOYEE TO THE JOB AND THE ENVIRONMENT
RESPONSIBILITY OF SUPERVISOR OF THE NEW EMPLOYEE
OBJECTIVE OF INDUCTION
TO HELP THEM GET QUICKLY CONSERVANT WITH THE PEOPLE, COMPANY POLICIES, FACILITIES, ENVIRONMENT ETC SO AS TO SHORTEN THE SETTLING-IN TIME.
INDUCTION PROCEDURE:-
GREET PERSONALLY AND SHOW FRIENDLINESS
INTRODUCE HIM TO OTHER COLLEAGUES
EXPLAIN HIM AREA AND WORK
ENCOURAGE QUESTIONS
SHOW HIM AMINITIES
WORK OFTEN WITH HIM
APPRECIATE HIS PROGRESS
HELP HIM WITH PROBLEMS
SPEND FIRST THREE DAYS WITH HIM/HER IN FIELD
NEVER SEND NEW COLEAGUE WITH ANY SENIOR OR JUNIOR TM
A SUPERVISOR(AT ANY LEVEL)
MUST, THROUGH MANAGERIAL FUNCTIONS,
AIM AT
HIGH MOTIVATION / SUPPORT
HIGH PRODUCTIVITY
STRONG DISCIPLINE
OF HIS MEN TO ACHIEVE COMPANY’S AGREED OBJECTIVES.
HUNTERS
A] NEW GOOD COMERS
B] EAGER TO LEARN THE JOB
C] TRY TO PROVE THEIR POTENTIAL
ACHIEVERS
BEST PERFORMERS IN THE COMPANY.
HAVE PROVED HIS POTENTIAL / GENERATE GOOD RESULTS.
PESSESS LOT OF POTENTIAL FOR FUTURE DEVELOPMENT.
NEED LOT OF : APPRECIATION / RECOGNITION / MOTIVATION
( FINANCIAL / POSITIONAL)
SATISFIERS : GENERATE LOT OF BUSINESS
HAVE PROVED THEIR POTENTIAL
NEED LOT OF : APPRECIATION / RECOGNITION / MOTIVATION
( FINANCIAL / POSITIONAL)
IF NEEDS ARE NOT MET, ACHIEVERS BECOME STATISFIERS.
DIFFICULT TO HAND
TENDENCY NOT TO WORK MAY DEVELOP
STILL WORTHY TO KEEP
HOLY COWS :
REPLACE THEM WITH HUNTERS
PEOPLE ARE DIFFERENT AND A COMPANY NEEDS A RIGHT MIX OF PEOPLE FOR ITS PRESENT AND FUTURE GROWTH.
PERSONALITY ATTRIBUTESOF A SALES
REPRESENTATIVEPHYSICAL
GRACEFUL, ENERGETIC, GOOD VOICE, DRESS.
MENTAL
INTELLIGENT, GOOD MEMORY, ALERT, KNOWLEDGEABLE, TAKES INITATIVE.
SOCIAL
COURTEOUS, FRIENDLY, HONEST, RESPONSIVE, TRUSTWORTHY.
EMOTIONAL
ENTHUSIASTIC, DETERMINED, MATURED, OPTIMISTIC, AMBITIOUS.
Field Coaching Introduction
Following a course on selling skills and EST skills, A representative has:
Many new but unused skills The courses themselves have a limited effectServe as introduction to skills
What is most important?
Practice ,perfect and consolidate new skillsThis can only be done “on the job” coachingImpossible to expect a representative to do everything from day 1 , GCM /CM must help to build up the skills gradually
These guidelines focus on “beginners”
Basic of Coaching-Direction and types of
feedbackReinforcement-
When approximately right is done
Neutral comments-
When a skill is not attempted
Not to phrase comments in negative way
Ask / make positive suggestions for improvements
Negative Feedback
Avoid at all costs
How successful one is in giving feedback , depends on one’s listening
Give (1) and (2) after the call( standing/sitting and not while walking)
Avoid using “positive-negative” feedback
Teaching methods
1)Teaching by sincere praise /appreciation when something is done nearly right
Encourages desired behavior .This is the fundamental basis of coaching
2) Teaching by punishment
Develops negative attitude and behavior
Towards learning kills initiative, verbal electric shocks ( threats/ anger)
Animal training
Basic Of Coaching – Reinforcement
Importance of reinforcement
Encourages the desired behavior/action from the trainees
Teaching by punishment develops negative attitude and behavior
Animal training
Rules of handling “customer responses”
-PUP and use it ( reinforcement)
- Ignore negative
Neutral comments
You asked two open ended questions in that call .
For our next call what information do we need before we can sell our benefits.
BTQs are difficult , whenever you present a benefit remember to check if it fits a need, with a tag question
Why coaching guidelines are needed?
Very often GCM/CM are not formally trained in the art of coaching representatives , thus they need coaching guidelines for higher sales performance by the field force
Basic Of Coaching – Implementation
New and untried skills
Effective use of all skills from day -1??
How long does it take?
Don’t Know vary from rep to
Can we make it easier, sooner and better in any way??
Yes , coaching is the way , one skill at a time.
One skill reinforcement
Second skill reinforcement and keep doing so
Done so to avoid confusion and “ verbal shock”
Basics Of Coaching
Do remember:-
Representative learns many new selling skills in a course, encourage them to practice, perfect and consolidate these skills in field one at a time
Until they have a complete selling skills toolkit
How to coach?
Planning Session
Prepare
Tell
Show
Let him try
Observe
Praise or redirect
Coaching guidelines- How to do?
Five steps of coaching
1. Prepare the representative, put him at ease / no worries
2. Tell / show him the skill, high standard demonstration
3. Let him try. Do not step in and take over. Rescue only if rep is in serious trouble
4. Praise his demonstration of the skill after the call. (Reinforcement) approximately right. Do not expect perfection.
5. Redirect if necessary, to correct any problem or if a skill has not been attempted.
No criticism
Ask suggest how he could have done better
Let him try again
These guidelines work with new skills and the “beginners”.
Stages of Field coaching
1)Planning session
Sit in office or a restaurant
Prepare the representative
Discuss the routine of the day
Tell a skill
Stages of Field coaching
2)Working session
Show demonstrate a skill
Let him try
Praise
Redirect if necessary and let him try again
Stages of Field coaching
3 )Analysis session ( In office/ in restaurant)
Diagnose the day’s work (strengths and weaknesses)
Let the representative go home with the feeling of success
In all the three sessions , use the pronoun “We” and not “I”.
BOC- Key skills check listKey skills of each step of sales call , Namely: -
1. Prospecting
2. Preparation
3. Approach
4. Presentation
5. Response handling
6. Buying signals
7. Closing
8. Post call review
Prospecting
Is the representative
Continuously reviewing his customer base?
Identifying the best business opportunities?
Allocating call time properly?
Planning call frequency properly?
Looking for new customers?
Eliminating “zero” accounts
Diary & Doctors Cards
Tms Diary and Doctors cards
Daily working calls
Number of Calls
Frequency of calls
Preparation
Is the representative……….
Identifying customer potential?
Analyzing customer need?
Setting smart objectives?
Identifying what information he still needs?
Planning all aspects of the call?
Preparing all calls?
Approach
Is the representative………….
Using a concise approach?
Ending the approach with an open-ended question?
Getting straight down to business?
Using one of the three techniques:
Customer needs?
Product benefit?
Call subject/topic?
Responses
Is the representative…………..
Listening?
Picking up the positive?
And using it?
Testing “negative” responses for smoke?
Identifying requests for more information?
Presentation
Is the representative………….
Asking the right questions to uncover buying motives?
OEQ to get information?
CEQ to check/give information?
CHQ to present 2 positive alternatives?
BTQ to present a benefit, and check that it fits the customer’s need?
Developing relevant benefits?
Using visual aid effectively?
Buying signals/closing
Is the representative………
Actively listening to what the doctor is saying?
Spotting all buying signals?
Closing when he hears a buying signal?
Asking closing question?
Closing at all stages of the call?
Using different closing technique?
Post Call reviewIs the representative…
Analyzing every call?
(Right after the visit)
comparing the achievement with the smart objective?
Identifying what went well?
Seeing areas for developments?
Feeding information back to the prospecting step?
Reporting the relevant people?
Following up all commitments and promises?
Conclusions
Many new skills
Skill consolidation
Development of all skills ( step by step approach)
Field coaching is most effective Role of coach critical To create a positive environment
Marketing Mix
Marketing mix means a combination of the four elements of marketing, determined by keeping in mind environmental factors, to satisfy chosen customers and to achieve objectives of the company, in the most efficient way
The cost of different marketing mix is not the same. That is why different companies choose different marketing mix. Also changing one element of marketing mix, affects the other elements as well
IBM definition of a customer
This is how IBM describes its customers
Customers are the most important people.
Customers bring to us their requirements. It is our job to satisfy them profitably with products and services
Customers are not dependent on us. We are dependent on them.
They are the purpose of everything we do. We are not doing them a favor by serving them; in fact they are doing us a favor by giving us an opportunity to do so.
They are not outsiders to our business, they are part of it
Customers are not people to argue with.
Customer
According to Philip Kotler, a customer is a person who has:
A need (unfulfilled or partially fulfilled)
Money to pay
Authority to make decisions
Customers
All organizations have customers
Organizations exist to serve customers
In order to survive and prosper the fundamental purpose of a business is to satisfy changing needs/ requirements of its customers with product and services, at profit. He is the starting / focal point of all business activities. Satisfied customers are the most valuable assets of a company because they repeatedly came back to the company.
So what is a customer?
Degree/ Levels of Customers satisfaction
Just satisfied customerAPP = EPPCreates customer loyalty and the customer is likely to repeat purchaseHighly satisfied or delighted customersAPP greater than EPPHigh customer loyalty due to both emotional and rational of affinity, the customer will repeat purchaseDis-satisfied customerAPP is less than EPP
Customer switches
A satisfied customer tells three people
A dis-satisfied customer complains to eleven people
Ninety six percent of unhappy customers never tell the company
Customer satisfaction
Repeat purchases
Sales grow, Market share Grow
Costs minimize
Profit maximize
Productivity maximize
P= outputs/Inputs
The key to customer retention is customer satisfaction
A satisfied customer:
Buys again
Talks favorably to others
Pay less attention to competing brands
Buys other products from the same company
Sales force strategy
Call on the right customers at the right time and in the right way
Ways to work with the customers:
Sales rep to buyer in person or over the phone
Sales rep to a buyer group
Sales team to buyer group
Selling increasingly requires the support of other personnel (Top management, Technical people)
Determining field force size
Important responsibility of sales/ field management
Number of representatives= Number of territories
Some assumptions:
Annual sales potential of an average representative means:
Sales per representative of promoted products
Average number of calls per day should be based on past record
Equal potential approach
Methods of creating territories
Four methods/ approaches
Equal potential approach
Number of territories = Estimated total national annual sales
Estimated annual sales potential of an average Representative
Call frequency approach
Number of territories = Total calls needed for all TM customers on national basis
Total calls a representative can make per year
Geographic approach
Frequently used simple consider topographic difficulties
Workload approach
Almost equal number of customers, consider equal potential , topographic difficulties
Call frequency / workload approach
1. Decide the number of profitable customers to be visited by the TM
2. Classify customers on sales potential basis (A, B, C)
3. Decide call frequency on each class per year
4. Multiply customers in each class by the corresponding call frequency to arrive at total workload on a national basis per year
5. Decide average number of calls a sales representative can make per year
6. Divide the total workload (Step 4) by the average number of annual calls a sales representative can make (Step 5) to arrive at total number of representatives/ territories needed.
Calculating Number of Territories and sales
force size
Number of Territories= Total calls needed for all TM customers on national basis
Total calls a representative can make per year
Customer’s categories and call frequencies
Category A 2800 X 48 Per annum = 134,400
Category B 4000 X 36 Per annum = 144,000
Category C 1500 X 24 Per annum = 36,000
Total number of Annual calls 314,400
Average daily call rate = 14
Number of working days
Total days in year
Weekends 54
Holidays 15
Sickness 5
Training 10
Conferences 5
Meetings 15
Others 11
Number of working days 250
Total calls per representative per year250 X 14 = 3500
Number of territories required 314,400/3500 =90
Sales territory
What is it?
A group of current and potential customers in a geographic unit, under a representative/ salesman
A geographic unit (territory) is made up of adjacent localities and outstations
Each locality/outstation is called a brick (Basic controlling unit of a territory)
A brick or locality has one day’s working
Scale down version of a company’s national market
Basic accountability unit
Many territories make a city
Many cities make a zone
All zones make the national market
A territory is a lasting structure but not a permanently fixed structure, review periodically (jointly by TM + GCM/CM)
Many cities make a zone
All zones make the national market
A territory is a lasting structure but not a permanently fixed structure, review periodically (jointly by TM + GCM/CM)
Sales territory routing and scheduling
Routing: Sequence of locations
Scheduling: Sequence of appointments/timing of coverage
Territory Management Introduction
Analyzing, Planning, Implementing, Directing, controlling and taking actions with respect to efforts of a salesman in a territory is called territory management
Reviewed periodically
Territory size and design A territory consists of localities and outstations. Territories with equal potential / workload can vary in size due to variations in customer density
Decide territory size and design, consider the following
Natural barriers
Compatibility of adjacent localities
Adequate transportation