Growth

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  • Growth

    1. 1. “ P ROFIT + G ROWTH = O 2” Oxygen for Company
    2. 2. Product Life Cycles and the Boston Matrix Sales Time Development Introduction Growth Maturity Saturation Decline
    3. 3. GENERIC PRODUCT STRATEGY <ul><ul><li>Advertising and promotion campaigns </li></ul></ul><ul><ul><li>Target campaign at specific audience? </li></ul></ul><ul><ul><li>Monitor initial sales </li></ul></ul><ul><ul><li>Maximise publicity </li></ul></ul><ul><ul><li>High cost/low sales </li></ul></ul><ul><ul><li>Length of time – type of product </li></ul></ul>INTRODUCTION STRATEGY GROWTH STRATEGY MATURE STAGE STRATEGY <ul><ul><li>Increased consumer awareness </li></ul></ul><ul><ul><li>Sales rise </li></ul></ul><ul><ul><li>Revenues increase </li></ul></ul><ul><ul><li>Costs - fixed costs/variable costs, </li></ul></ul><ul><ul><li>profits may be made </li></ul></ul><ul><ul><li>Monitor market – competitors reaction? </li></ul></ul><ul><ul><li>Sales reach peak </li></ul></ul><ul><ul><li>Cost of supporting the product declines </li></ul></ul><ul><ul><li>Ratio of revenue to cost high </li></ul></ul><ul><ul><li>Sales growth likely to be low </li></ul></ul><ul><ul><li>Market share may be high </li></ul></ul><ul><ul><li>Competition likely to be greater </li></ul></ul><ul><ul><li>Price elasticity of demand? </li></ul></ul><ul><ul><li>Monitor market – changes/amendments/new strategies? </li></ul></ul>CUSTOMER RELATIONSHIP MANAGEMENT <ul><ul><li>Product outlives/outgrows its usefulness/value </li></ul></ul><ul><ul><li>Fashions change </li></ul></ul><ul><ul><li>Technology changes </li></ul></ul><ul><ul><li>Sales decline </li></ul></ul><ul><ul><li>Cost of supporting starts to rise too far </li></ul></ul><ul><ul><li>Decision to withdraw may be dependent on availability of new products and whether fashions/trends will come around again? </li></ul></ul>DECLINE PRODUCT
    4. 4. Product Life Cycles and the Boston Matrix <ul><li>Saturation: </li></ul><ul><li>New entrants likely to mean market is ‘flooded’ </li></ul><ul><li>Necessity to develop new strategies becomes more pressing: </li></ul><ul><ul><li>Searching out new markets: </li></ul></ul><ul><ul><ul><li>Linking to changing fashions </li></ul></ul></ul><ul><ul><ul><li>Seeking new or exploiting market segments </li></ul></ul></ul><ul><ul><ul><li>Linking to joint ventures – media/music, etc. </li></ul></ul></ul><ul><ul><li>Developing new uses </li></ul></ul><ul><ul><li>Focus on adapting the product </li></ul></ul><ul><ul><li>Re-packaging or format </li></ul></ul><ul><ul><li>Improving the standard or quality </li></ul></ul><ul><ul><li>Developing the product range </li></ul></ul>
    5. 5. Product Life Cycles and the Boston Matrix Sales Time Effects of Extension Strategies
    6. 6. Product Life Cycles and the Boston Matrix Sales/Profits Time PLC and Profits PLC Losses Break Even Profits
    7. 7. The Product Life Cycle and the Boston Matrix Sales Time A B C D The product portfolio – four products in the portfolio (1) (1) ‘A’ is at maturity stage – cash cow. Generates funds for the development of ‘D’ (2) (2) Cash from ‘B’ used to support ‘C’ through growth stage and to launch ‘D’. ‘A’ now possibly a dog? (3) (3) Cash from ‘C’ used to support growth of ‘D’ and possibly to finance extension strategy for ‘B’? Importance of maintaining a balance of products in the portfolio at different stages of the PLC – Boston Matrix helps with the analysis
    8. 8. Alternative growth strategy GROWTH OF A FIRM Internal expansion External expansion (1) Differentiation Horizontal expansion (same product, increase in market share) (1) Horizontal integration Mergers of firms producing the same product (2) Vertical integration Different products, but belonging to different stages of same product (2) Vertical integration Mergers of firms producing at different stages of same process (3) Conglomerate Diversification - introduction of totally different products (3) Conglomerate Diversification - merger of firms producing totally unrelated products
    9. 9. What Is Vertical Integration? (1 of 2) Where your pizza comes from Leprino Foods (Mozzarella Cheese) Dairy Farmers (milk) Crop Farmers (Alfalfa & Corn) Seed Companies (Alfalfa & Corn) Food Distributors Pizza Chains End Consumer
    10. 10. What is Vertical Integration (2 of 2) Backward Vertical Integration Forward Vertical Integration Leprino Foods (Mozzarella Cheese) Dairy Farmers (milk) Crop Farmers (Alfalfa & Corn) Seed Companies (Alfalfa & Corn) Food Distributors Pizza Chains End Consumer
    11. 11. Value Chain Economics Backward Vertical Integration Forward Vertical Integration The Logic of Value Chain Economies • the focal firm is able to create synergy with the other firm(s) • the focal firm is able to capture above normal economic returns (avoid perfect competition) • cost reduction • revenue enhancement Dairy Farmers (milk) Food Distributors Leprino Foods (Mozzarella Cheese)
    12. 12. GROWTH-ENTRY STRATEGIES ( EXTERNAL EXPANSION ) <ul><li>DOMESTIC ENTRY </li></ul><ul><li>INTERNAL DEVELOPMENT & EXPANSION </li></ul><ul><li>EXTERNAL ACQUISITIONS & MERGERS </li></ul><ul><li>STRATEGIC ALLIANCES & PARTNERSHIPS </li></ul><ul><li>Licensing, Franchises, Joint Ventures </li></ul><ul><li>INTERNATIONAL ENTRY </li></ul><ul><li>EXPORTING </li></ul><ul><li>LICENSING </li></ul><ul><li>FRANCHISING </li></ul><ul><li>JOINT VENTURES </li></ul><ul><li>ACQUISITIONS </li></ul><ul><li>GREEN-FIELD DEVELOPMENT </li></ul><ul><li>PRODUCTION SHARING </li></ul><ul><li>TURNKEY OPERATIONS </li></ul><ul><li>MANAGEMENT CONTRACTS </li></ul>
    13. 13. PROFITABILITY and GROWTH <ul><li>INTERNAL </li></ul><ul><li>Financial </li></ul><ul><li>Sales and Marketing. </li></ul><ul><ul><li>Product </li></ul></ul><ul><ul><li>Customer </li></ul></ul><ul><ul><ul><li>CHANNEL </li></ul></ul></ul><ul><li>Working Process. </li></ul><ul><li>Organization. </li></ul>
    14. 14. Discipline of Double Digit Growth <ul><li>Customer Retention </li></ul><ul><ul><li>Retain our loyal doctor </li></ul></ul><ul><ul><li>Improve quality of personal selling ( Customer Care ) </li></ul></ul><ul><ul><ul><li>WHO : The right target doctor. </li></ul></ul></ul><ul><ul><ul><li>WHERE: The right place to meet Doctor. </li></ul></ul></ul><ul><ul><ul><li>WHEN : The right time to meet Doctor. </li></ul></ul></ul><ul><li>Increase Market Share </li></ul><ul><ul><li>Acquisition New Doctor. </li></ul></ul><ul><ul><li>Switch Competitor Product. </li></ul></ul><ul><li>New Product </li></ul><ul><ul><li>Don’t Put your future depend on Some Obsolete product. </li></ul></ul><ul><ul><li>Growth from New Product could enhance sustainable growth. </li></ul></ul>
    15. 15. Discipline of Double Digit Growth <ul><li>Company Positioning </li></ul><ul><ul><li>Dexa Positioning in the mind of doctor. </li></ul></ul><ul><li>Why the company need to growth ? </li></ul><ul><ul><li>The Oxygen of the company. </li></ul></ul><ul><ul><li>Image can Retain loyal customer. </li></ul></ul><ul><ul><li>More money more investment. </li></ul></ul>
    16. 16. PROFIT and GROWTH <ul><li>Financial </li></ul><ul><ul><li>Effective and efficiency budget allocation. </li></ul></ul><ul><ul><li>DEXA CAM is not investment period. </li></ul></ul><ul><ul><li>Reduce FIX COST by : </li></ul></ul><ul><ul><ul><li>Reduce Program that generated fix cost. </li></ul></ul></ul><ul><ul><ul><li>Increase the sales to spread fix cost. </li></ul></ul></ul><ul><ul><li>PROFITABILITY DRIVEN </li></ul></ul><ul><ul><ul><li>Expense </li></ul></ul></ul>
    17. 17. Sales and Marketing <ul><li>Product </li></ul>New Old Old New Product Market <ul><li>Market Development </li></ul><ul><li>Repositioning </li></ul><ul><li>New Market Segment </li></ul><ul><li>Diversification </li></ul><ul><li>New Product, New Market. </li></ul><ul><li>Penetration </li></ul><ul><li>Existing Product growth, related to sales management </li></ul><ul><li>Product Development </li></ul><ul><li>New Technology </li></ul><ul><li>New Chemical Entity </li></ul>
    18. 18. Sales and Marketing <ul><li>Product Vehicle </li></ul>New Old Old New Product Market <ul><li>Market Development </li></ul><ul><li>Internal Development </li></ul><ul><li>Diversification </li></ul><ul><li>Co Marketing </li></ul><ul><li>Acquisition </li></ul><ul><li>Penetration </li></ul><ul><li>Trading </li></ul><ul><li>Co Marketing </li></ul><ul><li>Acquisition </li></ul><ul><li>Product Development </li></ul><ul><li>R&D </li></ul><ul><li>Co Marketing </li></ul><ul><li>Acquisition </li></ul>
    19. 19. Sales and Marketing <ul><li>Product Example </li></ul>New Old Old New Product Market <ul><li>Market Development </li></ul><ul><li>Medixon </li></ul><ul><li>Diversification </li></ul><ul><li>OTC Product </li></ul><ul><li>Co Marketing (haemacell and Vectrine) </li></ul><ul><li>Penetration </li></ul><ul><li>Existing Product </li></ul><ul><li>Product Development </li></ul><ul><li>Vometa FT </li></ul><ul><li>Rhinos </li></ul>
    20. 20. Sales and Marketing <ul><li>Law of double digit growth </li></ul><ul><ul><li>Focus on Product High Growth </li></ul></ul><ul><ul><ul><li>New Product </li></ul></ul></ul><ul><ul><ul><li>Existing Product. </li></ul></ul></ul><ul><ul><ul><ul><li>Product low Competition. </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Medixon </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>High growth diseases. </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Gluvas, Glumin, Noperten, Trolip, </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>High Prevalance diseases </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Antibiotic, Gastro. </li></ul></ul></ul></ul></ul>
    21. 21. Discipline of Double Digit Growth <ul><li>Customer Retention </li></ul><ul><ul><li>Retain our loyal doctor </li></ul></ul><ul><ul><li>Improve quality of personal selling ( Customer Care ) </li></ul></ul><ul><ul><ul><li>WHO : The right target doctor. </li></ul></ul></ul><ul><ul><ul><li>WHERE: The right place to meet Doctor. </li></ul></ul></ul><ul><ul><ul><li>WHEN : The right time to meet Doctor. </li></ul></ul></ul><ul><li>Increase Market Share </li></ul><ul><ul><li>Acquisition New Doctor. </li></ul></ul><ul><ul><li>Switch Competitor Product. </li></ul></ul><ul><li>New Product </li></ul><ul><ul><li>Don’t Put your future depend on Some Obsolete product. </li></ul></ul><ul><ul><li>Growth from New Product could enhance sustainable growth. </li></ul></ul>
    22. 22. Discipline of Double Digit Growth <ul><li>Company Positioning </li></ul><ul><ul><li>Dexa Positioning in the mind of doctor. </li></ul></ul><ul><li>Why the company need to growth ? </li></ul><ul><ul><li>The Oxygen of the company. </li></ul></ul><ul><ul><li>Image can Retain loyal customer. </li></ul></ul><ul><ul><li>More money more investment. </li></ul></ul>
    23. 23. Sales and Marketing <ul><li>Growth of Product </li></ul><ul><ul><li>Internal </li></ul></ul><ul><ul><ul><li>Existing Product </li></ul></ul></ul><ul><ul><ul><li>New Product </li></ul></ul></ul><ul><ul><ul><li>Trading Product </li></ul></ul></ul><ul><ul><ul><li>OTC product </li></ul></ul></ul><ul><ul><li>External </li></ul></ul><ul><ul><ul><li>Co Marketing Product ( Strategic Alliance) </li></ul></ul></ul>
    24. 24. Sales and Marketing <ul><li>Customer </li></ul><ul><li>Law of Double digit growth </li></ul><ul><ul><li>Customer Retention </li></ul></ul><ul><ul><li>Increase Market Share </li></ul></ul>
    25. 25. Sales and Marketing <ul><li>Retention </li></ul><ul><ul><li>Have you monitored your doctor ? </li></ul></ul><ul><ul><ul><li>AL, BL, CL </li></ul></ul></ul><ul><ul><li>What action have been taken for retain your doctor ? </li></ul></ul><ul><ul><ul><li>CRM, Program, Regular visit </li></ul></ul></ul><ul><ul><li>Have MR follow up the action ? </li></ul></ul><ul><ul><li>What is the result ? </li></ul></ul><ul><ul><li>Have you evaluate the Result vs Action ? </li></ul></ul>
    26. 26. Sales and Marketing New Old New Product Customer PENETRATION / REUPTAKE AQUISITION Old CROSS SELLING <ul><li>Min 2 per Month cross selling based on </li></ul><ul><li>MR data based Dr. </li></ul><ul><li>Min Reuptake 2 Doctor per </li></ul><ul><li>existing product </li></ul><ul><li>Maintain Min 80% Customer </li></ul><ul><li>until at the end of the year </li></ul><ul><li>Finding new Clinic, Dr, </li></ul><ul><li>NGO </li></ul><ul><li>Add more doctor in Program </li></ul>
    27. 27. Component of Market Analysis <ul><li>Flow of Sales </li></ul>Doctor Dispensing Doctor Prescribing Hospital / Clinic / Cabinet MR Detailing Prescription / Medicine Pharmacy sales Potency of Switching DEXA MEDICINE Opportunity vs Treat Pharmacy
    28. 28. Working Process <ul><li>Indirect Parameter but determine our Achievement. </li></ul><ul><li>Input  Process  Output </li></ul><ul><li>Working Process: </li></ul><ul><ul><li>Call Planning. </li></ul></ul><ul><ul><li>Detailing activity. </li></ul></ul><ul><ul><ul><li>Product Knowledge </li></ul></ul></ul><ul><ul><li>Building relationship / Personal Selling. </li></ul></ul><ul><ul><li>Handling Complain. </li></ul></ul>
    29. 29. The Basic Components of a Selling Organization Sales Force Investment Sales Force Activity Company Results Salespeople Expenses Sales Support Expenses Customer Attraction And Retention Process Sales Profits Market Share Short-Term Long-Term People And Culture Customer
    30. 30. Sales Force Measurement Sales Force Productivity Drivers <ul><li>Competency/ </li></ul><ul><li>impact matrix </li></ul><ul><li>Health checks </li></ul><ul><li>Knowledge </li></ul><ul><li>Competencies </li></ul><ul><li>Skills </li></ul><ul><li>Attitudes </li></ul><ul><li>Behaviors </li></ul><ul><li>Motivation </li></ul><ul><li>Salesperson </li></ul><ul><li>success profile </li></ul><ul><li>Employee </li></ul><ul><li>satisfaction </li></ul><ul><li>Turnover </li></ul><ul><li>Peer and </li></ul><ul><li>subordinate </li></ul><ul><li>reviews </li></ul><ul><li>Culture check </li></ul><ul><li>Account planning </li></ul><ul><li>Targeting </li></ul><ul><li>Calls </li></ul><ul><li>Reach </li></ul><ul><li>Frequency </li></ul><ul><li>Hours </li></ul><ul><li>Coverage index </li></ul><ul><li>Maintenance </li></ul><ul><li>Prospecting </li></ul><ul><li>Needs assessment </li></ul><ul><li>Demonstration </li></ul><ul><li>Proposals </li></ul><ul><li>Evaluations </li></ul><ul><li>Solutions </li></ul><ul><li>Customer service </li></ul><ul><li>Customer </li></ul><ul><li>Satisfaction </li></ul><ul><li>Customer </li></ul><ul><li>retention </li></ul><ul><li>Customer Loyalty </li></ul><ul><li>Repeat rate </li></ul><ul><li>Complaints </li></ul><ul><li>Returns </li></ul><ul><li>Penetration </li></ul><ul><li>Message </li></ul><ul><li>memorabillity </li></ul><ul><li>Sales </li></ul><ul><li>Profit </li></ul><ul><li>Orders </li></ul><ul><li>Collections </li></ul><ul><li>Sales per Rep </li></ul><ul><li>Market share </li></ul><ul><li>Value </li></ul><ul><li>perception </li></ul>People and Culture Sales Force Activity Customer Results Company Result
    31. 31. Organization <ul><li>Dexa Value Implementation </li></ul><ul><li>Organization Structure </li></ul><ul><li>Leadership </li></ul><ul><li>Talent Mapping </li></ul><ul><ul><li>Couching and Training </li></ul></ul>
    32. 32. Organization <ul><li>Dexa Value Implementation </li></ul><ul><ul><li>Are they remember our value ? </li></ul></ul><ul><ul><li>How deep the understanding of Dexa value ? </li></ul></ul><ul><ul><li>Do the MRs adapt the value in daily activities ? </li></ul></ul><ul><li>Room for Improvement. </li></ul><ul><ul><li>Value important to set several positive attitude. </li></ul></ul><ul><li>Check your MR, do they react base on the value ? </li></ul><ul><ul><li>Strive for excellent </li></ul></ul><ul><ul><li>Act Professionally </li></ul></ul><ul><ul><li>Deal with Care </li></ul></ul>
    33. 33. Organization <ul><li>Case Study </li></ul><ul><ul><li>Problem between peer </li></ul></ul><ul><ul><li>Ethical code ethic in Cambodia </li></ul></ul><ul><ul><ul><li>Program Prescription </li></ul></ul></ul><ul><ul><ul><ul><li>Select doctor and Hospital </li></ul></ul></ul></ul>
    34. 34. Organization <ul><li>Organization Structure </li></ul><ul><ul><li>Sales Team Structure </li></ul></ul><ul><ul><ul><li>SUP  TL  MR </li></ul></ul></ul><ul><ul><ul><li>SM  SUP  TL  MR </li></ul></ul></ul><ul><ul><li>Area Management vs Team Management ? </li></ul></ul>
    35. 35. Talent Mapping for MR Performance Low Performance Fair Performance High Potency High Potency Fair Potency Low
    36. 36. Manage Development of MR through Matrix Talent Management Performance Low Performance Fair Performance High Potency High 6 Support to handle new job function and keep maintaining the performance 3 couching for performance Improvement 1 Promotion to high job level less than 12 month Potency Fair 8 Couching and counseling to improve the performance 5 Manage / Couching / develop to improve the performance 2 Job Enrichment during 12 – 24 month Potency Low 9 Couching to improve performance become fair or find win win solution 7 Couching / Develop 4 Empower the expertise for organization interest and keep maintaining the performance
    37. 37. PDCA per MR mapping <ul><li>San Boremey </li></ul><ul><li>( 05/06 : 100%, 06/07 : 161%) </li></ul><ul><li>Sok Sreynoch </li></ul><ul><li>( 05/06 : 38%, 06/07 : 42%) </li></ul><ul><li>Yin Kanhabot </li></ul><ul><li>( 05/06 : 98%, 06/07 : 21% ) </li></ul><ul><li>Limeang </li></ul><ul><li>( 05/06 : 100%, 06/07 : 30% ) </li></ul><ul><li>Seng Kim Sour </li></ul><ul><li>(05/06 : 15%. 06/07 : 16%) </li></ul><ul><li>Mok Sakith </li></ul><ul><li>( 05/06 : 91%, 06/07 : 16%) </li></ul><ul><li>Theap Puy </li></ul><ul><li>( 05/06 : 77%, 06/07 : 12%) </li></ul><ul><li>Chan Syn </li></ul><ul><li>( 05/06 : 182%, 06/07 : -18% ) </li></ul><ul><li>Tong Bun Hach </li></ul><ul><li>( 05/06 : - 27%, 06/07: 34%) </li></ul><ul><li>Tavy,Mao,Phary,Narong </li></ul><ul><li>(06/07 : 100%) </li></ul>> Tot Growth < Tot Growth > Tot Growth < Tot Growth YEAR 05 /06 Tot Growth : 25% YEAR 06 /07 Tot Growth : 21%
    38. 38. . Superior Producers Top 16% Poor Producers Bottom 16% Average Producers 68%
    39. 39. Why does this matter? <ul><li>Unskilled / Semi-skilled </li></ul><ul><li>‘ Average’ produce 19% more than ‘Poor-producers’ </li></ul><ul><li>‘ Superior’ produce 19% more than ‘ Average’ </li></ul><ul><li>‘ Superior’ produce 38% more than ‘Poor-producers’ </li></ul><ul><li>Skilled </li></ul><ul><li>‘ Average’ produce 32% more than ‘Poor-producers’ </li></ul><ul><li>‘ Superior’ produce 32% more than ‘ Average’ </li></ul><ul><li>‘ Superior’ produce 64% more than ‘Poor-producers’ </li></ul><ul><li>Management / Professional </li></ul><ul><li>‘ Average’ produce 48% more than ‘Poor-producers’ </li></ul><ul><li>‘ Superior’ produce 48% more than ‘ Average’ </li></ul><ul><li>‘ Superior’ produce 96% more than ‘Poor-producers’ </li></ul>Source: “The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings” Psychological Bulletin, Sept 1998, Vol. 124, No. 2, pp 262-274.
    40. 40. Cost of ‘Average’ vs. ‘Superior’ Performers = X 0.19 = Average Salary? Your cost per ‘Average’ # in this category X = Unskilled Skilled Total Exposure if all ‘average’ (total i + ii + iii) (i) Management X 0.32 = X = (ii) X 0.48 = X = (iii) = (iv) Your cost if all in this category ‘average’ $20,000 $3,800 50 $190,000 $28,000 10 $280,000 $790,000 Percentage of salary investment at risk 29% $40,000 $12,800 25 $320,000 $60,000
    41. 41. Cost of ‘Average’ vs. ‘Superior’ Performers = X 0.19 = Average Salary? Your cost per ‘Average’ # in this category X = Unskilled Skilled Total Exposure if all ‘average’ (total i + ii + iii) (i) Management X 0.32 = X = (ii) X 0.48 = X = (iii) = (iv) Your cost if all in this category ‘average’ $20,000 $1,900 25 $47,500 $14,000 5 $70,000 $194,300 Percentage of salary investment at risk 16% $40,000 $6,400 12 $76,800 $60,000
    42. 42. Implications <ul><li>These figures are not ‘worst case’: If any or all are below average the loss for that position is doubled – but so is the potential for improvement </li></ul><ul><li>Unless all your people are ‘superior’ performers you are losing money unnecessarily </li></ul><ul><li>Regardless how large or small your organization the potential losses are relatively large </li></ul><ul><li>Every time you move performance in any single job you have a measurable financial impact </li></ul><ul><li>This is the easiest strategy for making significant improvements to your bottom line </li></ul>
    43. 43. High Performance Coaching Summary <ul><li>Focus </li></ul><ul><ul><li>Individual, achieving outstanding results, and realizing full potential </li></ul></ul><ul><li>Impacts business results </li></ul><ul><li>Developmental Focus </li></ul><ul><ul><li>Short and frequent </li></ul></ul><ul><ul><li>Future oriented </li></ul></ul><ul><li>Coaching Process </li></ul><ul><ul><li>6 steps </li></ul></ul><ul><ul><li>Key skills – Asking questions & Active listening </li></ul></ul><ul><li>Framework </li></ul><ul><ul><li>Expectations </li></ul></ul><ul><ul><li>Monitor </li></ul></ul><ul><ul><li>Coach </li></ul></ul><ul><li>Individual impact </li></ul><ul><ul><li>Learning, reasoning, & problem solving </li></ul></ul><ul><ul><li>Communications </li></ul></ul>
    44. 44. Extraordinary Coaches make Extraordinary People - There are no ordinary people, just ordinary Coaches!
    45. 45. High Performance Coach Characteristics <ul><li>Positive </li></ul><ul><li>Enthusiastic </li></ul><ul><li>Trusting </li></ul><ul><li>Focused </li></ul><ul><li>Goal-oriented </li></ul><ul><li>Knowledgeable </li></ul><ul><li>Observant </li></ul><ul><li>Respectful </li></ul><ul><li>Patient </li></ul><ul><li>Clear </li></ul><ul><li>Assertive </li></ul>
    46. 46. Different Roles <ul><li>Boss </li></ul><ul><ul><li>Talks a lot </li></ul></ul><ul><ul><li>Tells </li></ul></ul><ul><ul><li>Fixes </li></ul></ul><ul><ul><li>Presumes </li></ul></ul><ul><ul><li>Seeks Control </li></ul></ul><ul><ul><li>Orders </li></ul></ul><ul><ul><li>Works on </li></ul></ul><ul><li>Coach </li></ul><ul><ul><li>Listens a lot </li></ul></ul><ul><ul><li>Asks </li></ul></ul><ul><ul><li>Prevents </li></ul></ul><ul><ul><li>Explores </li></ul></ul><ul><ul><li>Seeks Commitment </li></ul></ul><ul><ul><li>Challenges </li></ul></ul><ul><ul><li>Works with </li></ul></ul>
    47. 47. Organization <ul><li>The Leadership Challenge </li></ul><ul><ul><li>Challenging the Process </li></ul></ul><ul><ul><ul><li>Initiative, innovate, experiment, take risks, and push the limit of organization. </li></ul></ul></ul><ul><ul><ul><li>Challenge the status quo. </li></ul></ul></ul><ul><ul><li>Inspiring shared vision </li></ul></ul><ul><ul><ul><li>Clear and Compelling vision. </li></ul></ul></ul><ul><ul><ul><li>Breathing and Communicating the vision. </li></ul></ul></ul><ul><ul><li>Enabling other to act </li></ul></ul><ul><ul><ul><li>Empower with authority </li></ul></ul></ul><ul><ul><li>Modeling the way </li></ul></ul><ul><ul><ul><li>Practice what they preach </li></ul></ul></ul><ul><ul><ul><li>Encourage and raise morale </li></ul></ul></ul><ul><ul><li>Encouraging the heart </li></ul></ul><ul><ul><ul><li>Reenergizing employee efforts and raising morale </li></ul></ul></ul><ul><li>Are we a good leader ? </li></ul>
    48. 48. SUPERVISOR SALES DIAGNOSE <ul><li>CUSTOMER </li></ul><ul><li>PRODUCT </li></ul><ul><li>PROCESS </li></ul><ul><li>EMPORWERMENT </li></ul>
    49. 49. SUPERVISOR SALES DIAGNOSE <ul><li>CUSTOMER </li></ul><ul><ul><li>Retention, Acquisition, Reuptake </li></ul></ul><ul><ul><ul><li>Customer Loyal </li></ul></ul></ul><ul><ul><li>Analysis customer buying pattern </li></ul></ul><ul><li>Product </li></ul><ul><ul><li>Focus on Product </li></ul></ul><ul><ul><ul><li>Big Potency in term of value and growth. </li></ul></ul></ul><ul><ul><li>Big map Strategy </li></ul></ul><ul><ul><ul><li>Launch new product </li></ul></ul></ul><ul><ul><ul><ul><li>Based on Market Demand </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Based on Internal Category </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Division product category ( Promoted, Semi Promoted, and OTC ) </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Promoted ( Complete line of therapeutic ) </li></ul></ul></ul></ul></ul><ul><ul><ul><li>Maintain sales for mature product. </li></ul></ul></ul>
    50. 50. SUPERVISOR SALES DIAGNOSE <ul><li>Process </li></ul><ul><ul><li>MR productivity </li></ul></ul><ul><ul><ul><li>Quantity : CALL ( Actual vs Target ) </li></ul></ul></ul><ul><ul><ul><li>Quality : Effective CALL </li></ul></ul></ul><ul><ul><ul><ul><li>How many call could create prescription? </li></ul></ul></ul></ul><ul><ul><ul><li>Measurement : </li></ul></ul></ul><ul><ul><ul><ul><li>Detailing system </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Product Knowledge </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Communication Skill </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>Relationship building </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Interpersonal Skill </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Communication Skill </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>MR Value ( ATTITUDE ) </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Value integration </li></ul></ul></ul></ul></ul><ul><ul><li>Medico Marketing Productivity </li></ul></ul><ul><ul><ul><li>Quantity : Actual vs Target </li></ul></ul></ul><ul><ul><ul><li>Quality : effective presentation and follow up </li></ul></ul></ul><ul><ul><ul><ul><li>How many Prescription could be created by 1 Blitzing or Product Presentation ? </li></ul></ul></ul></ul>

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