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District manager’s assessment case study

About Bepac

Founded in 2011

Our Mission To transfer management knowledge to individuals and firms inspiring them to perform better jobs and achieving their challenging objectives.

Our vision

Bepac is aiming to be one of the leading pharma education management institutes in the Middle East within 15 years.

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Dr. Mohamed Shehab CEO Bepacedu

25 Yrs. experience in Pharmaceutical industry

MIBA, M.Sc. MBA Sales & Marketing lecturer

ISM, CIM Mentor

About me

What is Assessment

Assessment is a series of exercises commonly used by employers to test skills which are not assessable from the traditional interview alone.

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Components of an Assessment Centre

1. Presentation by the employer 2. Group exercises (for example case studies) 3. Individual exercises (for example psychometric tests) 4. Interview (technical or competency) 5. Role play and simulation exercises

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Essential Elements of Assessment Centre

1. Predefined competencies (skills). 2. Realistic simulation of the skills (Presentation or role play). 3. Fair and unbiased assessment (Pooling of data from assessors). 4. Standardized recording of behavior(score sheets and video).

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What is case Study?

A realistic simulation of the type of business or strategic problem you are likely to encounter in your new role .

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Competencies assessed in case study

Analytical Thinking , planning Assimilation of Information Commercial awareness Innovation, Organizing Coaching , leading . Decisiveness, Judgment

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Case study formulation

• Review job description • Determine competencies • Formulate business problem

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Competencies are sets of skills, knowledge, abilities and attributes, characteristics that enable people to successfully perform jobs.

Job description is a list of job duties, responsibilities, reporting, relationships, working conditions and supervisory responsibilities - one product of the job analysis

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Managerial

Activities

Effective Utilization Goal

Achievement

Physical

Resources

Financial

Resources

Informational

Resources

Manager’s Job

Human

Resources

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Management Function

Planning Organizing

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Leading

Control

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Role of first line manager

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• Setting sales target • New product launch • Designing sales territories • Hiring & recruiting • Field force deployment • Developing reps. • Coaching reps in the field. • Run training sessions • Feed back to rep • Territory sales analysis

• Performance management • Weekly meeting • Field force activity reports • Administration(expenses) • Communication with reps/office /physician/ distributors

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Sales planning process MOST Technique

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MOST

Objectives

Strategy

Tactics

Mission

Steps to follow in Case Study

1- Current situation analysis o Sales analysis o Performance analysis o SWOT analysis

2. Objective setting o Inputs, Out puts, Behavior o Sales forecasting , Budgeting

3. Strategy 4. Tactics

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Top performer

Star

Poor performer

Child

Under performer

Coaster

Solid performer

Striver

Ability (Skill) High Low

Hig

h Lo

w

Effo

rt (w

ill)

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A- Assess Reps performance

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B- Sales analysis

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Sales Ach% PPG Market Share

Contribution

Company

Region

District

Territory

Products

Customers

Distributors

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C- SWOT

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Threats Opportunities

Weaknesses Strengths

Internal Business Issues

External Marketplace Factors

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Internal Business Issues

Strengths Weaknesses

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Internal factors : Situations over which your company and your team have control (4ps , People , Process , Performance, capabilities)

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External Marketplace Factors

Opportunities Threats

External factors : Any event in the general marketplace which your company and your team can’t control (Market , Customers , Competitors , PESTLE)

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2. Setting objectives

• Output-related • Input-related • Behaviorally-related • Forecasting & Budgeting

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O

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Output-related objectives

• Sales revenues • Sales growth • Sales/potential

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Input-related objectives

• Working days • No. of calls • Frequent of call • No. of calls to Class A • No of calls to Class B

Behavior-related objectives

• Selling skills • Communication skills • Product knowledge • Competitors knowledge • Customers knowledge • Customer relation

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3- Creating Strategies & tactics

A strategy is a plan of action Strategies are often confused with tactics.

– A strategy is the what – A tactic is the how

S

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Field Force tactics and Coaching plan

Decide action for each rep

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4- Developing Tactics

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Train

Delegate

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Motivate Direct

Ability (Skill) High Low

Hig

h Lo

w

Effo

rt (w

ill)

B- Decide action with each one Coaching styles

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Skills You Will Need to deal with case

study • Interpreting lots of data from various sources.

• Analytical and strategic analysis of problems. • Formulating and committing to a decision. • Commercial insight into a problem. • Oral communication skills for discussing your recommendations

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General Notes

• When will you gain results? • What is the guarantee ? • What will you do if ? • There is no ideal answer • Use different scenarios • Smile , Be confident , Be prepared

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A pioneer in Pharma Education Management Egypt: +201121039957 - +201118116811

+201003543969 bepacedu.com / info@bepacedu.com

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