Most people think "selling" is the same as "talking".

But the most effective salespeople know that

listening is the most important part of their job.
– Roy Bartell
SALES MANAGEMENT
SJ&G PHARMACEUTICALS

SHUMAILA ZAHEER
MUHAMMAD ALI KHAN
OMAR IQBAL
ASFIA GUL
Presented to: Sir Saeed Ur Rahman
PHARMACEUTICAL INDUSTRY

Country Sales 215.12 Billions

Growth 17%
Source: SALS Pakistan Pharmaceutical Sales Index
DIFFERENCE BETWEEN PHARMACEUTICAL
AND FMCG

• Customer in not the end user

• Only field in which the customer know more

about the product then the Sales person

• Customer follow-up is essential

 DEPARTMENTS OF SJ&G
PHARMACEUTICALS

• RELATIONSHIP BETWEEN DEPARTMNENTS

• SALES AND MARKETING

• FINANCE
• HUMAN RESOURCE
SALES HEIRARCHY
 HIRING PROCESS
3 major steps
Analyzing sales personnel needs
• Determining the number of salespeople required
• Identify the type of personnel desired
• Realistic understanding of both helps to develop recruitment, selection & training
programs
Recruiting sales candidate
• Identifying potential salespeople and attracting them to the firm
Screening/Selection
• Eliminating unqualified and undesirable
• Choosing best from qualified applicants
 Job Analysis
• First step in determining the salesperson desired
• Careful, objective study & written summary of specific sales job

Preparation of a job description

• Detailed, written statement of a specific function salesperson must perform
• Includes guidelines about the relative importance of each function
• Provides focal point of hiring process
• Basis for preparing job application form, interview forms appropriate
psychological tests and other selection tools
 Writing a Job Description
• The nature of the products and services
• Customer type(s) and the frequency of calling
• Specific tasks and responsibilities
• Relationship(s) between rep and other people in organization
• Intellectual and physical demands of the job
• Environmental factors affecting position, such as amount of travel
• Compensation method used

Characteristics of a Good Job Description

• Written Form
• Accepted
• Specific
• Inclusive
• Detailed, But Terse
 Use several recruiting sources
• Internal, friends, customers, suppliers
• Sets up a skill profile or composite of traits and characteristics of the top achievers in a
sale organization

Applicants search - sources

• Candidates within the company
• Employee referrals
• College and university students
• Trade and newspaper advertisements
• Employment agencies
• Internet
 SELECTION PROCESS
3 Phase Process

1. Preliminary Screening (resumes/applications)

2. Initial interview
3. Intensive interview
 Selection Process

1 Preliminary Screening
resumes/applications
2 Initial interview

 Education  Personal characteristics,

 Work experience dress, appearance,
 Age cleanliness
 Activities  Personality – interactive
skills, verbal ability
 Other historical/factual
information  Motivation
 Interest in company

 Insufficient education  Offensive personality

 Low grade point  Low grade point
 Insufficient work  Insufficient work
experience experience
 Poor work record  Poor work record
 Selection Process

3 Intensive interview
Selection decision
& testing

• Personal characteristics • Make offer

• (still under observation) • Postpone until
• Personality • further required
• (further assessment) information
• Group interaction
• (social ability)
• Mental aptitude for position
• Physical health
• (medical examination)
• Career goals

• Offensive personality
• Low social ability
• Low test score
• Poor health condition
• Unrealistic career goals
 Making the Job Offer
Follow up with first-class letter containing formal offer of employment,
should include

• Deadline for accepting the position

• Info about responsibilities
• Starting salary
• Allowable moving expenses
• Formal training dates
• Probation period
• Time before first performance review
• When rep will first be eligible for a raise
• Number of vacation days
 TRAINING METHODS

THERE ARE MAINLY TWO TYPES OF TRAINING THAT TAKES PLACE:

1. IN HOUSE/ON JOB TRAINING

I. PRODUCT TRAINING
II. SKILLS TRAINING

2. INFIELD TRAINING

THE MOST EFFICIENT WAY AN ORGANIZATION CAN INCREASE MARKET

SHARE, REVENUE, AND PROFIT AND CONTINUE TO DOMINATE IS BY
DEVELOPING A MORE EFFECTIVE SALES FORCE AND BY GETTING EACH
AND EVERY TEAMMATE TO OVERACHIEVE WHAT THEY THOUGHT
POSSIBLE.”
-JOHN RUSSO
SKILLS TRAINING PRODUCT TRAINING
 Skills training in SJ&G pharmaceuticals
• Managers Development
• Time management
• Decision making
• Frequency of skills training is less because few new products are
launched as the Ministry of Health is involved in decisions.
• Expensive for e.g. Sheraton Hotel or Marriott are costly venues.
• Average cost Rs1000 per head minimum, 100 field force so that makes
Rs100000 which is costly company so cannot be conducted frequently.
• Expensive in terms of time as the field force has to attend the training
which means no force on field so loss of sales. As time is money!
• 4 times in a year is preferred but depends on the annual budget of SJ&G
pharmaceuticals.
• Is conducted at least once or twice a year.
• How often training skills training is needed depends on the sale
 Product training in SJ&G
• Product specific, e.g. launching new medicine and training the sales force about its
specifications, dosage and chemical content.
• Training the sales force about the competition in the market and how to deal with it by
differentiating yourself from competitors.
• Strategies that will be used to deal with the doctors which are the real customers.
• Briefing the sales force about the price of the medicine.
• The background and medical knowledge about the medicine.
• The gifts that that will be given to the customers to increase sales e.g.: the doctor wants
to attend a seminar in Singapore SJ&G will sponsor it. The sales force will be trained by
the managers to ensure profitable sales of the new product.
 Infield training
Infield sales coaching is the term used to describe when a sales manager coaches a sales person in their
sales territory. This can be a geographical or market segmented sales territory. Sales’ coaching is an
ongoing process and not a single event.
Infield training in SJ&G pharmaceutical

The business unit Manager Mr. Saad Ali Siddiqui quoted ;

“It’s a continuous process, I go with them on bike and train them on the spot, and I
observe them on the field”.
Notices all the complaints made by the doctors’ e.g.
“Your sale REP was not holding the bag properly or was very aggressive in attitude”.

It depends on the managerial style of the manager how he trains them on field.
Some managers prefer sitting in office and passing orders while others like me go on in the filed with
the sales teams and train them accordingly.

“I am friendly with my sales force and this is what makes them stay with me and
work along, I prefer being on the field with them at least once in a month to
observe the and monitor them”-Saad Ali Siddiqi
 THE BUDGET SPEND BY SJ&G PHARMACEUTICALS
ON TRAINING AND DEVELOPMENT
SJ&G considers training as crucial and believes that the sales force of pharmaceutical
industry needs more training as they deal with sensitive products which needs proper
guidelines to be followed e.g. the dosage of the medicine.
“It’s the only industry where the customer knows more than the seller about the
product”!
“Our sale force needs special training as they have to deal with qualifies professional
doctors”. Mr. Saad Ali Siddiqui
SJ&G spends around 1% to 2% of the total sales budget on training and development of
sales force.
The manager quoted;

“Achieving a target of 1 Crore means spending 20 lacs on training which is 20%, which is
a good amount and is enough for training a large workforce of about 100”.
 Training Cycle
•Investigate Training Needs
•Design Training Program
•Conduct Training
•Evaluate Training
OBJECTIVES

•Financial
•Development
 Financial Objectives
• Annual/Quarterly/Monthly
• Review of Targets
• Decided by Country Head
• Consideration-Last year's growth
• Divided on Quarterly Basis
• Qs divided in months
• Crucial days-25 onwards
• Accumulation, of % missed or over achieved
• Productivity, Value and Units
 Developmental Objectives
• Growth of the Salesperson
• Adaptation to Change
• Better relationships with Customers
• Product Knowledge
• Analytical Skills
• Objection Handling Skills
 Evaluating Training
• Feedback questionnaire given to participants
• One-to-one discussion
• Discussion at team meeting if training was
for whole team
• Monitoring performance/performance
appraisal
 Importance
• Help in addressing employee weaknesses
• Improvement in workers performance
• Consistency in duty performance
• Ensuring worker satisfaction
• Increased productivity
• Improved quality of services and products
• Reduced cost
• Reduction in supervision
we

SIR.