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Evoking the Sense of Self in Regional Managers
Evoking the Sense of Self in Regional Managers
Evoking the Sense of Self in Regional Managers
Evoking the Sense of Self in Regional Managers
Evoking the Sense of Self in Regional Managers
Evoking the Sense of Self in Regional Managers
Evoking the Sense of Self in Regional Managers
Evoking the Sense of Self in Regional Managers
Evoking the Sense of Self in Regional Managers
Evoking the Sense of Self in Regional Managers
Evoking the Sense of Self in Regional Managers
Evoking the Sense of Self in Regional Managers
Evoking the Sense of Self in Regional Managers
Evoking the Sense of Self in Regional Managers
Evoking the Sense of Self in Regional Managers
Evoking the Sense of Self in Regional Managers
Evoking the Sense of Self in Regional Managers
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Evoking the Sense of Self in Regional Managers

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I believe the most neglected person in a Pharmaceutical Company's Field Force is not the Medical Representative. It is not even the Area Manager ; It is the Regional Manager. Without a clear …

I believe the most neglected person in a Pharmaceutical Company's Field Force is not the Medical Representative. It is not even the Area Manager ; It is the Regional Manager. Without a clear understanding of their roles RMs are trapped in a hierarchy without knowing what to do. This presentation is meant to provoke the thinking of all National Sales Managers , SBU Heads and above.

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  • 1. Leadership orEvoking a ‘Sense of Self’ in the RM Vikram A Munshi Leadership Consultant WhiteSpaceTM Consulting & Capability Building Mumbai , 16th June 2012 © Vikram A Munshi 2012
  • 2. A Small Story © Vikram A Munshi 2012
  • 3. The Events The Birth The Treatment from others The Treatment of Self The Treatment from others Self Realization (Metrics) © Vikram A Munshi 2012
  • 4. The Regional Manager Story4 Critical Factors Selection Process Performance Sense Company Metrics Treatment of Self Self Treatment © Vikram A Munshi 2012
  • 5. The Birth or Selection Process orWhy Should I be chosen as the Regional Manager? I always communicateMy Area Performance is the well with my Boss andbest HO. Have good links. All the KOLs know me. I am the Senior Most AFM in And I am good in the zone so naturally I developing KOLs. should be chosen. © Vikram A Munshi 2012
  • 6. How does the Company Treat?Sometimes I feel like a Even PMT prefers to Glorified ABM? speak directly to ABMs? No Secretarial Support toWhy don’t ‘they’ take our comply with increasingopinion before taking any Data Requirementsstrategic decision? © Vikram A Munshi 2012
  • 7. ‘How do I treat myself?’I am basically a Server. Reach out above AFM to PSRCompile and mail Have to Keep my Boss Happy. Somehow do the budget Only Act . No need to I have tremendous analyse contacts with KOLs © Vikram A Munshi 2012
  • 8. ‘What Am I measured on ?’ or How is it different from an AFM? Top line Sales Brand Sales Attrition of PSRMarket Shares Coverage of Team and KOL © Vikram A Munshi 2012
  • 9. Behaviour change is essential before Mindset Change © Vikram A Munshi 2012
  • 10. 3 Behaviours an Organization Should Look into 1 . Robust Parameters in Selection Process 2. Treatment of RM 3. Have the right Metrics for Evaluating Performance © Vikram A Munshi 2012
  • 11. The Selection Process determinesSense of Self & Future Behaviour Top Down People Orientation Process Orientation Performance Orientation © Vikram A Munshi 2012
  • 12. Treatment of RM Avoid reaching out to AFM over the RMProvide a Platform for Participation in Strategic Decision MakingTreat as HO out in the Field © Vikram A Munshi 2012
  • 13. Have the Right Metrics for Measuring Performance Regional P&L Top line Sales Product Mix Personnel Cost Promotional Cost Sales & Distribution Expenses Expiry / Collections / Inventory Bottom line Achievement © Vikram A Munshi 2012
  • 14. Have the Right Metrics for Measuring Performance P&L Orientation Input Parameters Efficiency • Regional Budgeted Calls vs Actual • Cost of Sales / Call Effectiveness • Regional Budgeted Sales / Call vs Actual Customer Satisfaction – KOL Market Share – KOL P&L Process Parameters – FW ratio PSR : AFM – AFM Attrition / Development © Vikram A Munshi 2012
  • 15. The BenefitsStrengthen Overall Field LeadershipAlign HO (Thought) & Field (Action)Create Internal Talent Pool for Senior Management © Vikram A Munshi 2012
  • 16. • Sow a thought, and you reap an act;• Sow an act, and you reap a habit;• Sow a habit, and you reap a character;• Sow a character, and you reap a destiny.- Charles Reader © Vikram A Munshi 2012
  • 17. Thank You © Vikram A Munshi 2012

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