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