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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
Sales ppt training and develop in pharma industry
Sales ppt training and develop in pharma industry
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 
Preliminary Screening 
resumes/applications 
 Education 
 Work experience 
 Age 
 Activities 
 Other historical/factual 
information 
 Insufficient education 
 Low grade point 
 Insufficient work 
experience 
 Poor work record 
Initial interview 
 Personal characteristics, 
dress, appearance, 
cleanliness 
 Personality – interactive 
skills, verbal ability 
 Motivation 
 Interest in company 
 Offensive personality 
 Low grade point 
 Insufficient work 
experience 
 Poor work record 
1 2
Selection Process 
Intensive interview 
& testing 
• Offensive personality 
• Low social ability 
• Low test score 
• Poor health condition 
• Unrealistic career goals 
Selection decision 
• Make offer 
• Postpone until 
• further required 
information 
• Personal characteristics 
• (still under observation) 
• Personality 
• (further assessment) 
• Group interaction 
• (social ability) 
• Mental aptitude for position 
• Physical health 
• (medical examination) 
• Career goals 
3
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 
POSSI B L E .” 
-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.

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Sales ppt training and develop in pharma industry

  • 1. 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
  • 2. SALES MANAGEMENT SJ&G PHARMACEUTICALS SHUMAILA ZAHEER MUHAMMAD ALI KHAN OMAR IQBAL ASFIA GUL Presented to: Sir Saeed Ur Rahman
  • 3. PHARMACEUTICAL INDUSTRY Country Sales 215.12 Billions Growth 17% Source: SALS Pakistan Pharmaceutical Sales Index
  • 4. 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
  • 5. DEPARTMENTS OF SJ&G PHARMACEUTICALS • RELATIONSHIP BETWEEN DEPARTMNENTS • SALES AND MARKETING • FINANCE • HUMAN RESOURCE
  • 9. 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
  • 10. 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
  • 11. 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
  • 12. 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
  • 13. SELECTION PROCESS 3 Phase Process 1. Preliminary Screening (resumes/applications) 2. Initial interview 3. Intensive interview
  • 14. Selection Process Preliminary Screening resumes/applications  Education  Work experience  Age  Activities  Other historical/factual information  Insufficient education  Low grade point  Insufficient work experience  Poor work record Initial interview  Personal characteristics, dress, appearance, cleanliness  Personality – interactive skills, verbal ability  Motivation  Interest in company  Offensive personality  Low grade point  Insufficient work experience  Poor work record 1 2
  • 15. Selection Process Intensive interview & testing • Offensive personality • Low social ability • Low test score • Poor health condition • Unrealistic career goals Selection decision • Make offer • Postpone until • further required information • Personal characteristics • (still under observation) • Personality • (further assessment) • Group interaction • (social ability) • Mental aptitude for position • Physical health • (medical examination) • Career goals 3
  • 16. 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
  • 17. 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 POSSI B L E .” -JOHN RUSSO
  • 19. 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
  • 20. 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.
  • 21. 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
  • 22. 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”.
  • 23. Training Cycle •Investigate Training Needs •Design Training Program •Conduct Training •Evaluate Training
  • 25. 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
  • 26. Developmental Objectives • Growth of the Salesperson • Adaptation to Change • Better relationships with Customers • Product Knowledge • Analytical Skills • Objection Handling Skills
  • 27. 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
  • 28. 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