Download - Growth
““PPROFITROFIT + G + GROWTHROWTH = O = O2”2”
Oxygen for CompanyOxygen for Company
Product Life Cycles and the Boston MatrixProduct Life Cycles and the Boston Matrix
Sales
Time
Development Introduction Growth Maturity Saturation Decline
GENERIC PRODUCT STRATEGYGENERIC PRODUCT STRATEGY
• Advertising and Advertising and promotion promotion campaignscampaigns
• Target campaign Target campaign at specific at specific audience?audience?
• Monitor initial Monitor initial
salessales
• Maximise Maximise publicitypublicity
• High cost/low High cost/low salessales
• Length of time – Length of time – type of producttype of product
INTRODUCTION STRATEGY GROWTH STRATEGYMATURE STAGE STRATEGY
• Increased Increased consumer consumer awarenessawareness
• Sales riseSales rise
• Revenues Revenues increaseincrease
• Costs - fixed Costs - fixed costs/variable costs/variable costs,costs,
profits may be profits may be mademade
• Monitor market Monitor market – competitors – competitors reaction?reaction?
•Sales reach peakSales reach peak
•Cost of supporting Cost of supporting the product declinesthe product declines
•Ratio of revenue to Ratio of revenue to cost highcost high
•Sales growth likely to Sales growth likely to be lowbe low
•Market share may be Market share may be highhigh
•Competition likely to Competition likely to be greaterbe greater
•Price elasticity of Price elasticity of demand?demand?
•Monitor market – Monitor market – changes/amendments/changes/amendments/new strategies?new strategies?
CUSTOMER RELATIONSHIP MANAGEMENT
• Product Product outlives/outgrows outlives/outgrows its its usefulness/valueusefulness/value
• Fashions changeFashions change
• Technology Technology changeschanges
• Sales declineSales decline
• Cost of Cost of supporting starts supporting starts to rise too farto rise too far
• Decision to Decision to withdraw may be withdraw may be dependent on dependent on availability of availability of new products new products and whether and whether fashions/trends fashions/trends will come around will come around again?again?
DECLINE PRODUCT
Product Life Cycles and the Boston MatrixProduct Life Cycles and the Boston Matrix
Saturation:Saturation: New entrants likely to mean market is ‘flooded’New entrants likely to mean market is ‘flooded’ Necessity to develop new strategies becomes Necessity to develop new strategies becomes
more pressing:more pressing: Searching out new markets:Searching out new markets:
Linking to changing fashionsLinking to changing fashions Seeking new or exploiting market Seeking new or exploiting market
segmentssegments Linking to joint ventures – media/music, Linking to joint ventures – media/music,
etc.etc. Developing new usesDeveloping new uses Focus on adapting the productFocus on adapting the product Re-packaging or formatRe-packaging or format Improving the standard or qualityImproving the standard or quality Developing the product rangeDeveloping the product range
Product Life Cycles and the Boston MatrixProduct Life Cycles and the Boston Matrix
Sales
Time
Effects of ExtensionStrategies
Product Life Cycles and the Boston MatrixProduct Life Cycles and the Boston Matrix
Sales/Profits
Time
PLC and Profits
PLC
Losses
Break Even
Profits
The Product Life Cycle and the Boston The Product Life Cycle and the Boston MatrixMatrix
Sales
Time
AB
C
D
The product portfolio – four products in the portfolio
(1)
(1) ‘A’ is at maturity stage – cash cow. Generates funds for the development of ‘D’
(2)
(2) Cash from ‘B’ used to support ‘C’ through growth stage and to launch ‘D’. ‘A’ now possibly a dog?
(3)
(3) Cash from ‘C’ used to support growth of ‘D’ and possibly to finance extension strategy for ‘B’?
Importance of maintaining a balance of products in the portfolio at different stages of the PLC – Boston Matrix helps with the analysis
Alternative growth strategyAlternative growth strategyAlternative growth strategyAlternative growth strategy
GROWTH OF A FIRM
Internal expansion External expansion
(1) Differentiation Horizontal expansion
(same product, increasein market share)
(1) Horizontal integrationMergers of firms
producing the sameproduct
(2) Vertical integrationDifferent products, butbelonging to different
stages of same product
(2) Vertical integrationMergers of firms producing at different stages of same
process
(3) ConglomerateDiversification -
introduction of totally different products
(3) ConglomerateDiversification - merger of
firms producing totally unrelated products
What Is Vertical Integration?What Is Vertical Integration?(1 of 2)(1 of 2)
Leprino Foods(Mozzarella Cheese)
Where your pizza comes from
Dairy Farmers(milk)
Crop Farmers(Alfalfa & Corn)
Seed Companies(Alfalfa & Corn)
Food Distributors
Pizza Chains
End Consumer
What is Vertical IntegrationWhat is Vertical Integration(2 of 2)(2 of 2)
Leprino Foods(Mozzarella Cheese)
Dairy Farmers(milk)
Crop Farmers(Alfalfa & Corn)
Seed Companies(Alfalfa & Corn)
Food Distributors
Pizza Chains
End Consumer
BackwardVertical
Integration
ForwardVerticalIntegration
Value Chain EconomicsValue Chain Economics
Dairy Farmers(milk)
Food Distributors
BackwardVertical
Integration
ForwardVerticalIntegration
Leprino Foods(Mozzarella Cheese)
The Logic of Value Chain Economies
• the focal firm is able tocreate synergy with theother firm(s)
• the focal firm is able to capture above normal economic returns (avoid perfect competition)
• cost reduction
• revenue enhancement
GROWTH-ENTRY STRATEGIES ( EXTERNAL EXPANSION )GROWTH-ENTRY STRATEGIES ( EXTERNAL EXPANSION )
DOMESTIC ENTRYDOMESTIC ENTRYINTERNAL DEVELOPMENT & EXPANSIONINTERNAL DEVELOPMENT & EXPANSION
EXTERNAL ACQUISITIONS & MERGERSEXTERNAL ACQUISITIONS & MERGERS
STRATEGIC ALLIANCES & PARTNERSHIPSSTRATEGIC ALLIANCES & PARTNERSHIPSLicensing, Franchises, Joint VenturesLicensing, Franchises, Joint Ventures
INTERNATIONAL ENTRYINTERNATIONAL ENTRYEXPORTINGEXPORTINGLICENSINGLICENSINGFRANCHISINGFRANCHISINGJOINT VENTURESJOINT VENTURESACQUISITIONSACQUISITIONSGREEN-FIELD DEVELOPMENTGREEN-FIELD DEVELOPMENTPRODUCTION SHARINGPRODUCTION SHARINGTURNKEY OPERATIONSTURNKEY OPERATIONSMANAGEMENT CONTRACTSMANAGEMENT CONTRACTS
PROFITABILITY and PROFITABILITY and GROWTHGROWTH
INTERNALINTERNAL FinancialFinancial Sales and Marketing.Sales and Marketing.
Product Product CustomerCustomer
CHANNELCHANNEL
Working Process.Working Process. Organization.Organization.
Discipline of Double Digit GrowthDiscipline of Double Digit Growth
Customer RetentionCustomer Retention Retain our loyal doctorRetain our loyal doctor Improve quality of personal selling Improve quality of personal selling
( Customer Care )( Customer Care ) WHO : The right target doctor.WHO : The right target doctor. WHERE: The right place to meet Doctor.WHERE: The right place to meet Doctor. WHEN : The right time to meet Doctor.WHEN : The right time to meet Doctor.
Increase Market ShareIncrease Market Share Acquisition New Doctor. Acquisition New Doctor. Switch Competitor Product.Switch Competitor Product.
New Product New Product Don’t Put your future depend on Some Don’t Put your future depend on Some
Obsolete product.Obsolete product. Growth from New Product could enhance Growth from New Product could enhance
sustainable growth.sustainable growth.
Discipline of Double Digit GrowthDiscipline of Double Digit Growth
Company PositioningCompany Positioning Dexa Positioning in the mind of Dexa Positioning in the mind of
doctor.doctor. Why the company need to Why the company need to
growth ?growth ? The Oxygen of the company.The Oxygen of the company. Image can Retain loyal customer.Image can Retain loyal customer. More money more investment. More money more investment.
PROFIT and GROWTHPROFIT and GROWTH
FinancialFinancial Effective and efficiency budget Effective and efficiency budget
allocation.allocation. DEXA CAM is not investment DEXA CAM is not investment
period.period. Reduce FIX COST by :Reduce FIX COST by :
Reduce Program that generated fix Reduce Program that generated fix cost.cost.
Increase the sales to spread fix cost.Increase the sales to spread fix cost. PROFITABILITY DRIVENPROFITABILITY DRIVEN
ExpenseExpense
Sales and MarketingSales and Marketing ProductProduct
Market DevelopmentMarket Development RepositioningRepositioning New Market SegmentNew Market Segment
DiversificationDiversification New Product, New New Product, New Market.Market.
PenetrationPenetration Existing Product Existing Product growth, related to sales growth, related to sales managementmanagement
Product DevelopmentProduct Development New TechnologyNew Technology New Chemical EntityNew Chemical Entity
New
Old
Old NewProduct
Market
Sales and MarketingSales and Marketing Product VehicleProduct Vehicle
Market DevelopmentMarket Development Internal DevelopmentInternal Development
DiversificationDiversification Co MarketingCo Marketing Acquisition Acquisition
PenetrationPenetration Trading Trading Co MarketingCo Marketing AcquisitionAcquisition
Product DevelopmentProduct Development R&DR&D Co MarketingCo Marketing AcquisitionAcquisition
New
Old
Old NewProduct
Market
Sales and MarketingSales and Marketing Product ExampleProduct Example
Market DevelopmentMarket Development MedixonMedixon
DiversificationDiversification OTC ProductOTC Product Co Marketing Co Marketing (haemacell and (haemacell and Vectrine)Vectrine)
PenetrationPenetration Existing ProductExisting Product
Product DevelopmentProduct Development Vometa FTVometa FT RhinosRhinos
New
Old
Old NewProduct
Market
Sales and MarketingSales and Marketing
Law of double digit growthLaw of double digit growth Focus on Product High GrowthFocus on Product High Growth
New ProductNew Product Existing Product.Existing Product.
Product low Competition.Product low Competition. MedixonMedixon
High growth diseases.High growth diseases. Gluvas, Glumin, Noperten, Trolip,Gluvas, Glumin, Noperten, Trolip,
High Prevalance diseasesHigh Prevalance diseases Antibiotic, Gastro.Antibiotic, Gastro.
Discipline of Double Digit GrowthDiscipline of Double Digit Growth
Customer RetentionCustomer Retention Retain our loyal doctorRetain our loyal doctor Improve quality of personal selling Improve quality of personal selling
( Customer Care )( Customer Care ) WHO : The right target doctor.WHO : The right target doctor. WHERE: The right place to meet Doctor.WHERE: The right place to meet Doctor. WHEN : The right time to meet Doctor.WHEN : The right time to meet Doctor.
Increase Market ShareIncrease Market Share Acquisition New Doctor. Acquisition New Doctor. Switch Competitor Product.Switch Competitor Product.
New Product New Product Don’t Put your future depend on Some Don’t Put your future depend on Some
Obsolete product.Obsolete product. Growth from New Product could enhance Growth from New Product could enhance
sustainable growth.sustainable growth.
Discipline of Double Digit GrowthDiscipline of Double Digit Growth
Company PositioningCompany Positioning Dexa Positioning in the mind of Dexa Positioning in the mind of
doctor.doctor. Why the company need to Why the company need to
growth ?growth ? The Oxygen of the company.The Oxygen of the company. Image can Retain loyal customer.Image can Retain loyal customer. More money more investment. More money more investment.
Sales and MarketingSales and Marketing
Growth of ProductGrowth of Product InternalInternal
Existing Product Existing Product New ProductNew Product Trading ProductTrading Product OTC product OTC product
ExternalExternal Co Marketing Product ( Strategic Co Marketing Product ( Strategic
Alliance)Alliance)
Sales and MarketingSales and Marketing
CustomerCustomer Law of Double digit growthLaw of Double digit growth
Customer RetentionCustomer Retention Increase Market ShareIncrease Market Share
Sales and MarketingSales and Marketing
RetentionRetention Have you monitored your doctor ?Have you monitored your doctor ?
AL, BL, CLAL, BL, CL What action have been taken for What action have been taken for
retain your doctor ?retain your doctor ? CRM, Program, Regular visit CRM, Program, Regular visit
Have MR follow up the action ?Have MR follow up the action ? What is the result ?What is the result ? Have you evaluate the Result vs Have you evaluate the Result vs
Action ?Action ?
Sales and MarketingSales and Marketing
New
Old New
Product
Customer
PENETRATION / REUPTAKE
AQUISITION
Old
CROSS SELLING
• Min 2 per Month cross selling based on MR data based Dr.
• Min Reuptake 2 Doctor per existing product • Maintain Min 80% Customer until at the end of the year
• Finding new Clinic, Dr, NGO• Add more doctor in Program
Component of Market Component of Market AnalysisAnalysis
Flow of SalesFlow of Sales
Doctor DispensingDoctor Prescribing
Hospital / Clinic / Cabinet
MRDetailing
Prescription /Medicine
Pharmacysales
Potency of Switching
DEXA MEDICINE
Pharmacy
Working ProcessWorking Process
Indirect Parameter but determine our Indirect Parameter but determine our Achievement.Achievement.
Input Input Process Process Output Output Working Process:Working Process:
Call Planning.Call Planning. Detailing activity.Detailing activity.
Product KnowledgeProduct Knowledge
Building relationship / Personal Selling.Building relationship / Personal Selling. Handling Complain.Handling Complain.
The Basic Components of a Selling Organization
Sales ForceInvestment
Sales ForceActivity
CompanyResults
Salespeople
Expenses
Sales SupportExpenses
CustomerAttraction
AndRetentionProcess
SalesProfitsMarket Share
Short-TermLong-Term
PeopleAnd
Culture
Customer
Sales Force MeasurementSales Force Measurement
Sales ForceProductivity
Drivers
- Competency/ impact matrix
- Health checks
- Knowledge
- Competencies
- Skills
- Attitudes
- Behaviors
- Motivation
- Salesperson success profile
- Employee satisfaction
- Turnover
- Peer and subordinate reviews
- Culture check
- Account planning
- Targeting
- Calls
- Reach
- Frequency
- Hours
- Coverage index
- Maintenance
- Prospecting
- Needs assessment
- Demonstration
- Proposals
- Evaluations
- Solutions
- Customer service
- Customer Satisfaction
- Customer retention
- Customer Loyalty
- Repeat rate
- Complaints
- Returns
- Penetration
- Message memorabillity
- Sales
- Profit
- Orders
- Collections
- Sales per Rep
- Market share
- Value perception
People andCulture
Sales ForceActivity
CustomerResults
CompanyResult
OrganizationOrganization
Dexa Value ImplementationDexa Value Implementation Organization StructureOrganization Structure Leadership Leadership Talent MappingTalent Mapping
Couching and TrainingCouching and Training
OrganizationOrganization
Dexa Value ImplementationDexa Value Implementation Are they remember our value ?Are they remember our value ? How deep the understanding of Dexa How deep the understanding of Dexa
value ?value ? Do the MRs adapt the value in daily Do the MRs adapt the value in daily
activities ?activities ? Room for Improvement.Room for Improvement.
Value important to set several positive Value important to set several positive attitude.attitude.
Check your MR, do they react base Check your MR, do they react base on the value ?on the value ? Strive for excellentStrive for excellent Act ProfessionallyAct Professionally Deal with CareDeal with Care
OrganizationOrganization
Case StudyCase Study Problem between peerProblem between peer Ethical code ethic in CambodiaEthical code ethic in Cambodia
Program PrescriptionProgram Prescription Select doctor and HospitalSelect doctor and Hospital
OrganizationOrganization
Organization StructureOrganization Structure Sales Team StructureSales Team Structure
SUP SUP TL TL MR MR SM SM SUP SUP TL TL MR MR
Area Management vs Team Area Management vs Team Management ?Management ?
PerformancePerformanceLowLow
PerformancePerformanceFairFair
Performance Performance HighHigh
PotencyPotencyHighHigh
PotencyPotencyFairFair
Potency Potency LowLow
Talent Mapping for MR
PerformancePerformanceLowLow
PerformancePerformanceFairFair
Performance Performance HighHigh
PotencyPotencyHighHigh
66Support to handle new job Support to handle new job
function and keep function and keep maintaining the maintaining the
performanceperformance
33couching for couching for performance performance ImprovementImprovement
11Promotion to high job Promotion to high job
level less than 12 level less than 12 monthmonth
PotencyPotencyFairFair
88Couching and counseling to Couching and counseling to improve the performanceimprove the performance
55Manage / Couching / Manage / Couching /
develop to improve the develop to improve the performanceperformance
22Job Enrichment during Job Enrichment during
12 – 24 month 12 – 24 month
Potency Potency LowLow
99Couching to improve Couching to improve
performance become fair or performance become fair or find win win solutionfind win win solution
77Couching / DevelopCouching / Develop
44Empower the expertise Empower the expertise
for organization for organization interest and keep interest and keep maintaining the maintaining the
performanceperformance
Manage Development of MR throughManage Development of MR through
Matrix Talent ManagementMatrix Talent Management
> Tot Growth
< T
ot
Gro
wth
> T
ot
Gro
wth
< Tot Growth
YE
AR
05
/06
To
t G
row
th :
25%
YEAR 06 /07 Tot Growth : 21%
• San Boremey ( 05/06 : 100%, 06/07 : 161%)• Sok Sreynoch ( 05/06 : 38%, 06/07 : 42%)Yin Kanhabot ( 05/06 : 98%, 06/07 : 21% )
• Limeang ( 05/06 : 100%, 06/07 : 30% )
• Seng Kim Sour (05/06 : 15%. 06/07 : 16%)
• Mok Sakith ( 05/06 : 91%, 06/07 : 16%)• Theap Puy ( 05/06 : 77%, 06/07 : 12%)• Chan Syn ( 05/06 : 182%, 06/07 : -18% )• Tong Bun Hach ( 05/06 : - 27%, 06/07: 34%)• Tavy,Mao,Phary,Narong (06/07 : 100%)
PDCA per MR mappingPDCA per MR mapping
1 Chan Syn 4 3 2 2 Attention Counseling enhance Controlling, and Rp system2 Theap Puy 4 3 3 3 Attention Counseling RP system3 Chap Sarorn 3 3 2 2 Attention Counseling ( Rp system, Refreshing PKL )4 Boremey 2 2 2 2 Attention Counching and Counseling ( Joint visit, Role play, RP sys)5 Kim Sour 4 3 3 3 Support Rp system6 Bun Hach 4 3 2 2 Attention Enhance Controlling, and RP system7 Mok Sakith 4 3 2 2 Attention Enhance Controlling, and RP system8 Kanhabot 4 3 2 2 Attention Enhance Controlling, and RP system9 Srey Noch 3 2 2 2 Attention Report Checking, Joint visit, RP sys
10 Eav Leng 3 2 2 2 Attention Report Checking, Joint visit, RP sys11 Lim Meang 3 3 2 2 Support Counching and Counseling ( Joint visit, RP sys)12 Kosal 3 3 3 2 Attention Counseling and Couching ( Refreshing PKL, Rp sys )13 Phary Attention Couching and Counseling ( Joint visit, Role play, Rp sys)14 Thavy Attention Couching and Counseling ( Joint visit, Role play, Rp sys)15 Narong Attention Couching and Counseling ( Joint visit, Role play, Rp sys)16 Mao Attention Couching and Counseling ( Joint visit, Role play, Rp sys)NEW MR
NoMR
Name Planning Doing Check Action Mapping Improvement
Activity
.
Superior Producers
Top 16%
PoorProducers
Bottom 16%
Average Producers
68%
Why does this matter?Why does this matter?Unskilled / Semi-skilledUnskilled / Semi-skilled
‘‘Average’ produce 19% more than ‘Poor-producers’ Average’ produce 19% more than ‘Poor-producers’ ‘‘Superior’ produce 19% more than ‘Superior’ produce 19% more than ‘Average’Average’ ‘‘Superior’ produce 38% more than ‘Poor-producers’Superior’ produce 38% more than ‘Poor-producers’
SkilledSkilled
‘‘Average’ produce 32% more than ‘Poor-producers’ Average’ produce 32% more than ‘Poor-producers’ ‘‘Superior’ produce 32% more than ‘Superior’ produce 32% more than ‘Average’Average’ ‘‘Superior’ produce 64% more than ‘Poor-producers’Superior’ produce 64% more than ‘Poor-producers’
Management / ProfessionalManagement / Professional
‘‘Average’ produce 48% more than ‘Poor-producers’ Average’ produce 48% more than ‘Poor-producers’ ‘‘Superior’ produce 48% more than ‘Superior’ produce 48% more than ‘Average’Average’ ‘‘Superior’ produce 96% more than ‘Poor-producers’Superior’ produce 96% more than ‘Poor-producers’
Source: “The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings”
Psychological Bulletin, Sept 1998, Vol. 124, No. 2, pp 262-274.
Cost of ‘Average’ vs. ‘Superior’ Cost of ‘Average’ vs. ‘Superior’ PerformersPerformers
=
X 0.19 =
Average Salary?
Your cost per
‘Average’
# in this category
X = Unskilled
Skilled
Total Exposure if all ‘average’ (total i + ii + iii)
(i)
Management
X 0.32 =
X = (ii)
X 0.48 =
X = (iii)
= (iv)
Your cost if all in this category ‘average’
$20,000 $3,800 50 $190,000
$28,000 10 $280,000
$790,000
Percentage of salary investment at risk 29%
$40,000 $12,800 25 $320,000
$60,000
Cost of ‘Average’ vs. ‘Superior’ Cost of ‘Average’ vs. ‘Superior’ PerformersPerformers
=
X 0.19 =
Average Salary?
Your cost per
‘Average’
# in this category
X = Unskilled
Skilled
Total Exposure if all ‘average’ (total i + ii + iii)
(i)
Management
X 0.32 = X
= (ii)
X 0.48 =
X = (iii)
= (iv)
Your cost if all in this category
‘average’
$20,000 $1,900 25 $47,500
$14,000 5 $70,000
$194,300
Percentage of salary investment at risk 16%
$40,000 $6,400 12 $76,800
$60,000
ImplicationsImplications These figures are not ‘worst case’: If any or all are These figures are not ‘worst case’: If any or all are
below average the loss for that position is below average the loss for that position is doubleddoubled – but so is the potential for improvement– but so is the potential for improvement
Unless all your people are ‘superior’ performers you Unless all your people are ‘superior’ performers you are losing money unnecessarilyare losing money unnecessarily
Regardless how large or small your organization Regardless how large or small your organization the potential losses are relatively largethe potential losses are relatively large
Every timeEvery time you move performance in any single you move performance in any single job you have a measurable financial impactjob you have a measurable financial impact
This is the easiest strategy for making significant This is the easiest strategy for making significant improvements to your bottom line improvements to your bottom line
High Performance CoachingHigh Performance CoachingSummarySummary
FocusFocus Individual, achieving outstanding results, and realizing full Individual, achieving outstanding results, and realizing full
potentialpotential
Impacts business resultsImpacts business results Developmental FocusDevelopmental Focus
Short and frequentShort and frequent Future orientedFuture oriented
Coaching ProcessCoaching Process 6 steps6 steps Key skills – Asking questions & Active listeningKey skills – Asking questions & Active listening
FrameworkFramework ExpectationsExpectations MonitorMonitor CoachCoach
Individual impactIndividual impact Learning, reasoning, & problem solvingLearning, reasoning, & problem solving CommunicationsCommunications
Extraordinary CoachesExtraordinary Coachesmake make
Extraordinary PeopleExtraordinary People
- - There are no There are no ordinary people, just ordinary people, just ordinary Coaches!ordinary Coaches!
High Performance Coach High Performance Coach CharacteristicsCharacteristics
PositivePositive EnthusiasticEnthusiastic TrustingTrusting FocusedFocused Goal-orientedGoal-oriented KnowledgeablKnowledgeabl
ee
ObservantObservant RespectfulRespectful PatientPatient ClearClear AssertiveAssertive
Different RolesDifferent Roles
BossBossTalks a lotTalks a lotTellsTellsFixesFixesPresumesPresumesSeeks ControlSeeks ControlOrdersOrdersWorks onWorks on
CoachCoachListens a lotListens a lotAsksAsksPreventsPreventsExploresExploresSeeks Seeks
CommitmentCommitmentChallengesChallengesWorks withWorks with
OrganizationOrganization The Leadership ChallengeThe Leadership Challenge
Challenging the ProcessChallenging the Process Initiative, innovate, experiment, take risks, Initiative, innovate, experiment, take risks,
and push the limit of organization.and push the limit of organization. Challenge the status quo.Challenge the status quo.
Inspiring shared visionInspiring shared vision Clear and Compelling vision.Clear and Compelling vision. Breathing and Communicating the vision.Breathing and Communicating the vision.
Enabling other to actEnabling other to act Empower with authorityEmpower with authority
Modeling the wayModeling the way Practice what they preachPractice what they preach Encourage and raise moraleEncourage and raise morale
Encouraging the heartEncouraging the heart Reenergizing employee efforts and raising Reenergizing employee efforts and raising
moralemorale Are we a good leader ?Are we a good leader ?
SUPERVISOR SALES SUPERVISOR SALES DIAGNOSEDIAGNOSE
CUSTOMER CUSTOMER PRODUCTPRODUCT PROCESSPROCESS EMPORWERMENTEMPORWERMENT
SUPERVISOR SALES SUPERVISOR SALES DIAGNOSEDIAGNOSE CUSTOMERCUSTOMER
Retention, Acquisition, Reuptake Retention, Acquisition, Reuptake Customer LoyalCustomer Loyal
Analysis customer buying patternAnalysis customer buying pattern ProductProduct
Focus on Product Focus on Product Big Potency in term of value and growth.Big Potency in term of value and growth.
Big map StrategyBig map Strategy Launch new productLaunch new product
Based on Market DemandBased on Market Demand Based on Internal CategoryBased on Internal Category
Division product category ( Promoted, Semi Division product category ( Promoted, Semi Promoted, and OTC )Promoted, and OTC )
Promoted ( Complete line of therapeutic )Promoted ( Complete line of therapeutic ) Maintain sales for mature product.Maintain sales for mature product.
SUPERVISOR SALES SUPERVISOR SALES DIAGNOSEDIAGNOSE ProcessProcess
MR productivityMR productivity Quantity : CALL ( Actual vs Target )Quantity : CALL ( Actual vs Target ) Quality : Effective CALL Quality : Effective CALL
How many call could create prescription?How many call could create prescription? Measurement :Measurement :
Detailing systemDetailing system Product KnowledgeProduct Knowledge Communication SkillCommunication Skill
Relationship buildingRelationship building Interpersonal SkillInterpersonal Skill Communication SkillCommunication Skill
MR Value ( ATTITUDE )MR Value ( ATTITUDE ) Value integrationValue integration
Medico Marketing ProductivityMedico Marketing Productivity Quantity : Actual vs TargetQuantity : Actual vs Target Quality : effective presentation and follow upQuality : effective presentation and follow up
How many Prescription could be created by 1 How many Prescription could be created by 1 Blitzing or Product Presentation ?Blitzing or Product Presentation ?