Acknowledgement

‘‘In the name of ALLAH, the most merciful and the beneficent’’ The Almighty who bestowed knowledge, health,
vigor, to complete this report.

A person is not perfect. He has a limited mind and thinking approaches. It is the guidance from the great
ALLAH that shows the persons, light in the darkness and the person finds his way in this light. Person is
nothing without the helping lights but a helpless creature.
“Life is a learning experience”. We have learned the validity of this statement time and time again. Every
time we think we know something, we look back a year later and realize how little we know and how
much we have learned. This Report has convinced us again, not in the learning but also in terms of the
vast team of talented people that take part in creating this report. We believe each person plays a piece
of a puzzle to make the complete picture, some pieces are bigger than others, but without anyone piece
the picture would not be completed.

We feel great pleasure and honor to express our gratitude from the citadel of our hearts to the people
whom we met, for their cooperation. Their sympathetic behavior has an ever-lasting impression on the
pages of our memory.

We want to pay tribute to our worthy teachers who are the main source of enlightenment for our
minds. We all students are thankful to them as they prepared us for looking at the matters of life widely
with open minds. This project is one of the sources of knowledge about the “Organization Behavior of
Business” for us. We are especially thankful to our honorable teacher Sir. Asad Shah who provided us
guidance, inspiration, suggestions and encouragement that helped us in all the time of research for and
writing of this project.

We are especially thankful to Mian.Arfan (RSM: Regional Sales Manager of Company)who provide us
necessary information.

We are also thankful to the all that person whose cooperation makes us unable to complete the project.
Who helped us in giving information to us for completing this project the end we would like to thank
UCP for allowing us the course which helped us in building our minds to the right track towards
professionalism.
 Preface

Department of Commerce, The University of Central Punjab has always been admirable in its
efforts to equip the future executives with arms of creativity, flexibility and adaptability to meet
the challenges offered by fast changing business environment.
To achieve the above goals the department is providing both text and practical knowledge to its
students with its available resources.
Text knowledge is very well transferred to the students within the premises of the department;
Practical knowledge requires the kind co-operation of various business organization of the country.
Faculty members are always trying their best to ask the students to explore the market by assigning
these different field activities.

This report has been made on

“DYSON”
The key function of our work was to analyze organizational behavior of company.
We have done our best efforts to complete this report efficiently and effectively with all abilities. We
hope this report fulfills the criteria and expectations of Department of Commerce. We have tried our
best to make it analytical as well as informative.
 ABSTRACT

Reports literature review in the field of pharmaceutical marketing emphasizing problems faced by
medical representatives, bridging up sales gaps, analyzing sales forecast, making sales strategy and
segregating channels . Pakistan after globalization and being the highest populated country has
emerged as major pharmaceutical market . Pharmaceutical marketing in Pakistan is highly relied on
personal relationship between medical representatives and doctors. In the last decade, many foreign
companies have entered in Pakistan market. This has posed highly competitive and challenging
work environment for medical representatives. Therefore, it is indispensable to study the challenges
faced by medical representatives in this dynamic environment.

AIM OF STUDY

 To understand the current scenario of the pharmaceutical industry and the product
distribution system of this industry in Pakistan.
 Pharmaceuticals distribution is different from the general product distribution system. How
the distribution happens
 To know how the company sets the distribution network studied here.

 To know the after sales service perception of customers

 To ascertain the satisfaction level & its influencers

 To measure the impact of the above analysis on future sales

 To study the whether satisfied with their service.

This study thus attempts to examine several things related with the distribution channel
 DYSON
PHARMACEUTICALS

PVT.LTD

DYSON Pharmaceuticals (Pvt.) Ltd. was established with an objective to provide quality products
to Health Care Providers of Pakistan while bringing Research Based technologies to the local
Pharmaceutical Industry. Being a National Pharmaceutical Concern, We strive to bring the
National Pharmaceutical Industry at par with the world Class by providing both modern and
conventional therapies. .
DYSON Pharmaceuticals (Pvt.) Ltd. is a group of professionals with a passion to excel in the
Pharmaceutical Industry on the basis of their commitment, flare and an everlasting desire to
succeed. We are also interested in joint ventures with Manufacturers around the world, who are
keen to market their products in Pakistan.
Dyson Research Laboratories (Pvt. ) Ltd. is a manufacturer of pharmaceutical products in Pakistan.
Dyson Research Laboratories the first ever company in Pakistan which has been launched with the
mission to establish a Pharmaceutical research and development laboratory in Pakistan. This again
a visionary step from the management of Dyson Research Laboratories to counter the monopolistic
hold of western companies in the field of pharmaceutical research and development. State-of-the-
art GMP standard manufacturing plant equipped with latest available technology. This is in the
presence of proficient and quality oriented technical staff under the leadership of highly qualified
health professionals which is required for the ultimate success of our mission. We have energetic
and goal oriented sales and marketing team with efficient network of distributors across Pakistan.
The company has its registered office in USA as well and is looking forward for FDA approval
for its plant.We are successfully marketing our premium products in Pakistan. Currently we are
manufacturing and marketing number of products locally, in versatile therapeutic classes ranging
from antibiotics to analgesic etc. In pursuance of our vision to expand our business horizons in
local and export markets we are exploring new opportunities in local and international market.
 Vision

“Manufacturing of State- of- the- art , cutting –edge and high quality pharmaceuticals to satisfy
the medical requirements of community . We undertake to create the value for all the constituent
we serve, our customers, consumers ,stakeholders and the society. The company is committed to
display strong social responsibility and lead as a model corporate citizen”

Mission

We believe in manufacturing of high quality pharmaceuticals products that are economically

viable for our customers , while providing value to our investors, all within a supportive and
rewarding work environment for our employees. We are committed to provide our community
and the human health with the latest and affordable medical products .

Company DYSON RESEARCH LABORATORIES (PVT) LTD

Name

Business Type MANUFACTURER,IMPORTERS,EXPORTERS

 Categories PHARMACUTICAL PRODUCTS, PHARMACEUTICAL RAW
MATERIALS

Contact Person MR. JEHANZEB RAUF

( Directors) DR. SHAHZAD SHAFIQUE

DR.ZAFAR JAJA

Phone Number +92-4235174853-54-56

Fax +92-042-35174855

Official www.dysonlabs.com
Website

Products & PHARMACUTICAL PRODUCTS, PHARMACEUTICAL RAW

Services MATERIALS

Address 28 K.M- FEROZEPUR ROAD, LAHORE

Following are some other Exporters, Manufacturers, Traders and Business Entities working in
Lahore.
COMPANY CONTACT PERSON

ZEBTEX MR. JEHANZEB S. KHAWAJA

JOHNY TRADING MR. JEORGE JOHNY

JABRAN TRADERS MR. JIBRAN JAVED

GAMES ZONE MR. JIBREEL QAMAR BUTT

ONNURI (PVT) LTD. MR. JIN NAM KIM

Products
 Setting sales objectives
1. Measure your sales activities. You’ve probably heard that which gets measured,
improves. It’s true. Choose 3 metrics and monitor them closely all year. Consider
measuring your prospecting time, number of new appointments, appointments that convert,
proposals delivered, to name a few. Then see how you can improve them.
2. Monitor your pipeline. I look at my pipeline every day. I get nervous if it’s low and that
motivates me. The rule of thumb is to maintain 3 times your quota in your pipeline at all
times. Watch your pipeline to see where you need to focus to stay on track.
3. Improve your close rate. The better your close rate, the fewer new leads you need and the
faster you’ll reach your sales goal. If yours is less than 50%, look for ways to improve it.
4. Reduce the length of your sales process. Perhaps the fastest way to do this is to qualify
opportunities consistently through the sales process, and to follow up more frequently.
You’ll spend less time on opportunities that aren’t real.
5. Increase your average sale. A simple strategy is to give your prospect something extra in
their proposal. Include one additional item or a second option that you think they’d find
valuable based on their issue.

Making sales strategy

 EVOLVE OLD STRATEGIES

Implementing Key Account Management has proven successful. Even so, more and more
resources are being allocated to novel methods of reaching customers, despite no clear and
proven ROI for these activities. In addition, this also seems to suggest it may be due to a lack of
knowledge or skills when implementing digital pharma sales strategy.

BARRIERS TO CHANGE

Furthermore, Pharma had now realized that the old tactical sales strategies are not effective in a
new, changing marketplace.
It has been noted that many companies have simply tweaked their old models in an attempt to
adapt to a changing market. This has been done in place of implementing new strategies.

KEY ACCOUNT MANAGEMENT

KAM has proved successful when implemented correctly.

Segregating sales channels

Distribution network
 MIAN ENTERPRISES
24-25-Z Commercial Area Madina Town fsd.
PH:041-8724864-8728334,FAX: 041-8401262, e-mail
mianenterprises041@.com
(PER DAY)

BOOKING
BOOKING AREA DETAILS SUPPLY
MAN
KOOKIAN WALA+MARZI PURA+NAR WALA
SATURDAY

ASIF

SUNDAY
BANGLA+CHAKERA+29 MORE+AMIN PUR BANGLA

WAQAS CANAL ROAD,BIJLI GHAR, MAKUANA, ,AWAGAT

MONDAY WEDNESDAY THURSDAY

SUNDAY

SAQIB CHINIOT 2
TUESDAY

THEKREWALA, SADHAR, PANSRA, JHAPPAAL, DHANDRA, BY

WAQAS
PASS, JALANDHAR, GRUSAR, ADDA 79,
WEDNESDAY

JAMSHED MAKUANA, AWAGAT, BUCHIANA, SAYYEDWALA.

JAMSHED SATINA+TANDLA+KHANUANA+WATTU CHOWK

THURSDAY

SATURDAY

SAQIB KHURIANWALA

MIAN ENTERPRISES
 24-25-Z Commercial Area Madina Town fsd.
PH:041-8724864-8728334,FAX: 041-8401262, e-mail
mianenterprises041@.com
(LOCAL)
BOOKING SUPP
BOOKING AREA DETAILS
MAN LY
AMIN GHULAM M.ABAD
SATURDAY

SUNDAY
SUBHU
WHOLE SALE, EIGHT BAZAR
SADIQ
RAZA ABAD, JINNAH COLONY. KALEEM SHAHEED COLONY, TARIQ
SULMAN
ROAD, MADAN PURA, 79 ROAD, MODEL TOWN
MADINA TOWN, JARANWALA ROAD, TARIQ ABAD, ABDULLAHPUR,
SULMAN
NEMAT COLONY

MONDAY
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MANSOORABAD, NEGHEBAN PURA, CHIBBAN ROAD, GULISTAN

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COLONY, KHATEJA MAHMOOD TRUST, SMALL MANAWALA
SUBHU
SARGODHA ROAD, MILLAT ROAD, NOOR PUR, NISHATABAD
SADIQ
ALLAMA IQBAL COLONY, D-TYPE COLONY,
AMIN
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SADIQ TAX, SARFRAZ COLONY. BATALA COLONY, ELAHI ABAD
DIJKOT ROAD, SIR SAYYED TOWN, JHANG ROAD, NAZIM ABAD, SAIF
SULMAN
ABAD, SUGRAN TRUST, ANMOL HOSPITAL,SARA HOSPITAL
RAZA ABAD, JINNAH COLONY. KALEEM SHAHEED COLONY, TARIQ

WEDNESDAY
AMIN
TUESDAY

ROAD, MADAN PURA, 79 ROAD, MODEL TOWN

SUBHU
WHOLE SALE, EIGHT BAZAR
SADIQ
SULMAN GHULAM M.ABAD
AMIN SARGODHA ROAD, MILLAT ROAD, NOOR PUR, NISHATABAD
WEDNESDAY

THURSDAY
SUBHU MADINA TOWN, JARANWALA ROAD, TARIQ ABAD, ABDULLAHPUR,
SADIQ NEMAT COLONY
MANSOORABAD, NEGHEBAN PURA, CHIBBAN ROAD, GULISTAN
SULMAN
COLONY, KHATEJA MAHMOOD TRUST, BHAI WALA, GHATTI
MILLAT TOWN, DHNOLA, NALKA KOHALA, BAWA CHAK, KAMAL
ATEEB
PUR
THURSDAY

SATURDAY

WARIS PURA, MUHAMMADI CHOWK, PC 1, PC 2, D-GROUND, TOOL

SULMAN
TAX, SARFRAZ COLONY. BATALA COLONY, ELAHI ABAD
DIJKOT ROAD, SIR SAYYED TOWN, JHANG ROAD, NAZIM ABAD, SAIF
AMIN
ABAD, SUGRAN TRUST, ANMOL HOSPITAL,SARA HOSPITAL
SUBHU ALLAMA IQBAL COLONY, D-TYPE COLONY,
SADIQ SAMANABAD.NAWABANWALA, JAWALANAGAR, SHALIMAR PARK

MIAN ENTERPRISES
24-25-Z Commercial Area Madina Town fsd.
 PH:041-8724864-8728334,FAX: 041-8401262, e-mail
mianenterprises041@Gmail.com
(OUTSTATIONS)
BOOKING MAN
BOOKING AREA DETAILS SUPPLY

JAMSHED SUMMANDRI, DIJKOT, DASOOHA, DALOWAL,BY PASS

RIZWAN CHINIOT
SATURDAY

MONDAY
SAQIB RABWA, LALIAN,46 ADDA

THEKREWALA, SADHAR, PANSRA, DWAKHRI, JHAPPAAL, DHANDRA, BY PASS,

ATEEB
PAKKA ANNA

RIZWAN GHUTT WALA, LATHIANWALA, KHURRIANWALA

TUESDAY
SUNDAY

JAMSHED SANGLA HILL, CHAK JUMRAH, DAR-UL-EHSAN, SAHIAN WALA,

ATEEB SHAHKOT, , 61 CHAK, ADDA JOHAL, PANWAN

RIZWAN TANDLINWALA, SHAJWAL

WEDNESDAY
MONDAY

ATEEB RODALLA, SATIANA, KHANUANA, BOOTEY DE JHAL

JAMSHED JARANWALA, 40 MORE

RIZWAN CHINIOT

SAQIB SUMMANDRI, DIJKOT, DASOOHA, DALOWAL,BY PASS

THURSDAY
TUESDAY

JAMSHED RABWA, LALIAN,46 ADDA

MUREEDWALA, MAMON KANJAN, BANGLA, KHIDDERWALA, 509 CHAK,

ATEEB
TORIAN WALA

RIZWAN GARH FATEH SHAH, KANJWANI, REHMAY SHAH

WEDNESDAY

SATURDAY

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ATEEB SANGLA HILL, CHAK JUMRAH, DAR-UL-EHSAN, SAHIAN WALA,

THURSDAY

SUNDAY

RIZWAN JARANWALA, 40 MORE

Territory management
ROUTING
Routing is a travel plan or pattern used by a salesperson for making customers calls in a territory.
PLAN FOR ROUTING:
 Identify the present and potential customers on a territory map.
 Classification of Customers in to High ,Medium &Low Sales Potential.
 Reduction in travel time and cost by excluding backtracking and criss-crossing by
sales people in their territory.
 Improvement in territory coverage.
 Sales people reduce their travel time and increase selling time.
DISADVANTAGE OF ROUTING:
 Routing reducers the salespeople’s flexibility and initiative.
SCHEDULING
Scheduling refers to establishing a fixed time when the salesperson will be at a customer’s place
of business
 It is planning a salesperson’s specific time of visits to customers
 strict formal route designs enable the salesperson to:
1.Improve territorial coverage
2.Minimize wasted time
3.Establish communication between management and the sales force in terms of the location and
activities of individual salespeople.
INDUSTRY CHALLENGES
 Sales-Reps spending too much time driving instead of with potential customers
 Overlapping territories
 Efficiently plan visitations with multiple frequencies that span across weeks and months
 Planning for multiple territorial sales- reps with varying Route Start/End locations and
Time Windows
 Improvement in territory coverage
 Reduction in travel time
 Customers classifications
To Identify the target customers Routing are totally based on:
 Telephonic network
 Electronic data networks
 Transportation networks

TERRITORIAL COVERAGE
After Designing the sales territory , the sales person should be assigned on which area of the
territory has to be covered by him. The territory can be assigned by methods
1.Planning of efficient route for salespeople.
2.Scheduling the sales people’s time.

Sales promotion strategy

Promotion is a term used frequently in marketing and is one of the market mix elements.
‘Promotions refer to the entire set of activities, which communicate the product, brand or service
to the user.’Promotion includes elements like advertising, public relations, social media marketing,
email marketing, search engine marketing, video marketing and more.

Objective of Promotion leads to behavior modification and modifies behavior and thought. e.g.
persuading to drink Slice rather than Maaza. It reinforces existing behavior. e.g. persuading to
continue Slice once customer began to take. Promotion helps marketers to communicate
information potential customers. This information could be about the product existence
(awareness), value and benefits offered by the product i.e. utility well design promotional strategy
is extremely crucial for brand building and positioning. In fact, communication or promotion is at
the center stage in brand positioning and brand building activities. The promotional elements help
marketer to attract, persuade, urge and remind customers of the companies’ brand.

In an increasingly crowded marketplace, there is pressure to ensure that sales force effectiveness
is maximized, and the correct sales and marketing strategy implemented.

The success factors that determine an effective sales and marketing strategy depend on the area of
practice. It is important to draw a distinction between traditional physician or prescriber visits, and
more senior level market access discussions with payers and healthcare providers. The most
effective strategy to pursue will depend on what kind of audience is being targeted.
The objective to promote Pharma brands to the Doctors is to get their prescription

Most commonly used promotional tools to promote Pharma products to doctors is as follows,

 Visual aid
 Literature
 Gift articles
 Prescription pad
 Stickers
 Clinical trials
 Physicians Samples
 Posters
 Journal advertisements
 References
 Participation in Symposium, Medical conferences and CME
 Involvement in Brand launch and various other field activity
 Sponsorships

Local doctor visits

Sales reps conducting pharmacy or hospital visits have traditionally focused on free samples, with
pharmaceutical companies spending billions of dollars per year on this technique. Another
potentially expensive approach has been gifting: courting clients with expenses-paid trips, meals
and the like. This sales strategy is additionally under fire in many countries from legislative
changes making this kind of activity illegal.

With economic restraint a dominant factor, big pharma is eager to find more cost-effective ways
to convince physicians of the value of their products, and this is where technology can come in.
Mobile sales platforms allow for a smoother interaction with physicians, and the interactive
approach can be carried through to social media forms of e-detailing. Platforms of this kind offer
a new level of sales integration, with customer relationship management, presentation tools and
analytics-based closed loop marketing all in one place.

Communicating with payers and healthcare providers

A different toolkit is needed when it comes to senior-level discussions with payers, key opinion
leaders, budget holders or formulary decision makers. Scattershot mass market sales techniques
are ineffective because every stakeholder requires a tailored approach. While mobile platforms are
a promising avenue, generic and relatively low cost sales apps are not able to integrate the complex
evidence on health economic value and health outcomes upon which the success of such
discussions hinges.

BaseCase is an app building platform for market access professionals eager to benefit from the
technological innovations of tablet-based marketing, but wary that their arguments will lose force
or credibility when presented in this way.

Value communication apps that are created specifically around the health economic evidence
relevant to a particular product and client can be built and accessed on multiple devices such as
the iPad or a laptop. Crucially at a time of cost-restraint, pharmaceutical companies are able to
develop and adapt these tools in-house, saving time and money.

Sales and time management

BASIC PRINCIPLES SCHEDULE TIME

S. SCHEDULE YOUR TIME

M. MAKE TIME

A. ALLOW TIME

R. RATION TIME

T. TIKE TIME

SCHEDULE YOUR TIME

* To Avoid Time Wasting Habit

* To avoid losing sight of objectives

* Start the day with a schedule of objectives divided into 3 parts:

1. Things I MUST do; label “M” for ‘MUST’

2. Things I WANT to do in order to reach my goals; label “w” for ‘WANT’

3. Things I CAN do, if time allows; label “C” for ‘CAN’ S

MAKE TIME

* Make every minute productive, whether you are with the customer or not.

* Use it to gather necessary information, e.g. secretary, Your records, Product information,
competitive sale-people, etc.

* Plan your approach / presentation on next call.

* Anticipate abjections / obstacles and plan to handle them.

*After the sales call, evaluate it immediately, write down facts/ ideas to make your next call
more profitable.
ALLOW TIME

* To do a thorough selling job

* If your presentation needs 30 mins. Do not do it in 15 mins.

* Allow time for unpredictable problems/delays – about 15% to protect against disruptions.

* Expect the unexpected. Keep your schedule flexible.

RATION TIME

* Ensure that most of the time goes to the potential most profitable customers

* Divide customers into 3 groups: A,B,C.

* Ration most of your time to the “A” group (remember the 80/20 rule .

* Use the phone, whenever possible to maintain contact with “B” and “C” so that you know
when and if a personal call is justified

TAKE TIME

* Take whatever time is necessary to make the sale after

* Take enough time to prepare for an important presentation, even if it means putting in extra
hours.

* If closing the sales requires an extra hour take it, regardless of what it does to your schedule.
Phone ,if possible to reschedule the idea is not to make calls but to make sales.

Here are tips in 3 areas of Time Management for our Salespeople which we teach them to help
our sales team manage their time more effectively.
Outlier sales calls
Sales calls can mess up your whole schedule quickly if they’re not managed. The biggest culprit
is the outlier sales call. You know this call, it’s the one visit that is on the fringe of your territory.
It’s a 3-4 hours to drive. And doesn’t seem like it’s always a small opportunity? Instead of seeing
this call as a 6-8-hour travel investment to make a deal that had better be worth it, see it as an
opportunity to visit others. Do you have other clients in the area? Why not stop in but have a
purpose to the visit. Bring a cheat sheet. Drop off info about a new offering. Meet the new
owner. Discuss training options.

If you have no clients in the area, then turn it into a prospecting road trip. Check the route to see
how many prospects are on the way. Contact them and map them out in advance of your trip.

Scheduled prioritization
Most sales people can honestly say there are “dead days” or “dead times-of-day” when getting in
front of a prospect is next to impossible. Use this time to get your other sales related tasks done
and remember to assign time limits to these tasks. If your mornings are dead, use this time to
cold call and set up appointments – from 6am to 11am. If no one gives you the time of day on
Fridays, use it as your office day – check and submit your deals, go through emails, complete
expense reports, return all those non-prospect phone calls. There will be exceptions, when you
schedule a sales visit on an “office day”, but it’s far easier to manage exceptions than have
everything working in disaccord and taking far longer to complete than it should.

Use your resources

Top reps know they can’t do it all, especially for complex sales, and they lean heavily on their
resources. If you have an account manager who takes care of the day-to-day tasks with your
clients, then let them do it. If you have various product specialists, leverage their expertise in
your sales calls. Bring them along or join them in by webinar or by phone. Be sure to stay in the
loop, so you don’t lose track of your prospect. Use your sales support team to answer any
questions you have, instead of trying to find the answers yourself. Listen and take notes during
team meetings or kickoff events. Presenters are usually informing you of tools that are out there
that can help you in your job. Make note of which ones to use when, and where to find them – or
at a minimum, of the person who can get you the tool.
 Bridging-up sales gaps

Pharmaceutical companies no longer monopolize brand-related information and doctors

often look elsewhere for prescription medication guidance. As a result, sales reps must
cultivate a distinctive perspective towards professional marketing. While brand positioning
and messaging, and the reach and frequency of promotional efforts remains vitally
important, asking doctors another set of questions is vitally important. And those questions
are shaped by seeing the world through the doctor’s eyes…

Professional brand marketers concentrate on one product at a time. They focus alltheir energy on
presenting messages about product benefits to clinicians. The goal is to ensure that doctors get the
information they need to prescribe this drug with confidence.

So, the marketer prioritizes reach and frequency, impact and persuasion. They invest countless
hours in designing the call plan and perfecting the details of sales aids, journal ads, online
promotion, professional websites, teaching decks and convention programs. They master the
vagaries and nuances of regulatory review and approval.

So, there is a fundamental gap between the focus of brand marketers and the primary interests of
the prescribers they need to reach. During a simpler time, before the era of information overload,
doctors had the luxury to spend time with drug sales representatives. They were willing to have
product information pushed at them. But times change.

Pharmaceutical companies no longer monopolize brand-related information and doctors often look
elsewhere for prescription medication guidance. As a result, sales reps must cultivate a distinctive
perspective towards professional marketing.

 Fill the R&D and commercial gap by including services in the structure of clinical trials.
The beneficial effects of the services will then demonstrate their importance to brand
teams, medical affairs and overall commercial launch budgeting
 Fill the product and service gap by refocusing commercial functions from developing and
marketing brands to designing and marketing holistic patient solutions; the end result of
this should be the inclusion of patient services in each product’s brand team—even to
create “outcome” teams rather than brand teams
 Fill the engagement gap with HCPs by structuring HCP interactions with an “outcomes-
first” mindset, and to do this consistently across communication channels.
 KEY ACCOUNT management

Dyson company need to restructure their sales force through Key account management model
Improve Sales effectiveness and reduce sales and marketing costs 1 3+ 6 Solution

 replace large sales teams with key account managers and specialist advisers

 Targeted sales vs. Mass market

 Customer centric vs. product centric

 Matrix structure of account

 Shift of prescribing power requires aligning decision makers

 design more customized campaigns

 Targeted focus on policy makers

 Defining product as services, programs, physical product and financial offerings

reduce sales costs Improve sales effectiveness
 Increasing the number of calls with Physicians

 Increasing the length of calls

 Effectiveness of the message delivered.

Salesforecasting
Salesforce training
 and

motivation

Training…… Why ?

 To Develop & sustain high sales performance.

 To improve the technical skills of the team member.
 To develop managerial and interpersonal relation within the team .
 To meet current and future challenges successfully.
 To keep the team member committed and motivated.

Classroom training:

Initial in-house training on disease, products, corporate culture, Management System, Healthcare
Industry and skills.

Field training:

Initial field training with trainer, supervisor, and manager.

Double calling (Group Visit):

Sales calling with senior colleague, supervisor or manager.
New product training:

Additional training before new product, formulation, or dosage launch.

Reminder training:

Training conducting with regular sales cycle meetings as a refresher course.

Training at Corporate Office :

Sales specialist teams invited to corporate HQ for training and motivation.

External training:
Selling techniques or computer or presentation skills training by consultants.
E- Learning (sms/e-mail/phone):
Correspondence or web-based training on marketing and sales management etc.

Training capsule

Module 1

- Team Management: Know & Motivate your team.

Module 2
- Let’s Explore Inhibitions.

Module 3

- Get a Winning Edge.

Above module will help to cope up with the Behavioral Problem of the team member
Module 4

- Sharp Your Axe. This module will help to overcome the Technical Problem of the field force
Module 5

- Smart Move Inside The Clinic This module will help to overcome major Clinical Problem of
Field Force

Module 1
 Team Management: Know & Motivate Your Team

Beneficiary :First Line Mangers

Learning Objective :To make aware the participant about perceptual problems faced in
perceiving the field force and way to cope up with said problem. To bridge up the attitudinal gap,
to know about the motivational issues of sales force and ways to motivate them and how to get
best out of the sales force.

Module 2
Let’s Explore Inhibitions

Beneficiary : First Line Field Force & Mangers

Learning Objective : Above segment of stakeholders of the company sometime surrounded by
aura of inhibitions regarding their career which effects their productivity adversely. This module
will help them to come out of their demoralizing inhibitions

Module 3
Get a Winning Edge

Beneficiary : First Line Field Force & Mangers

Learning Objective : To discuss about different factors affecting attitude and its impact on
working. How to build a positive attitude. Motivating pills and to develop a high self esteem of
the participants. Develop a killing instinct.

Module 4
Sharp Your Axe

Beneficiary : First Line Field Force & Mangers

Learning Objective : To discuss the crucial elements of personal selling in pharma industry.
Understanding the prescribing behavior of your customer / prospects and how to motivate them to
prescribe your brand. To discuss some myopic conditions in pharma marketing.

Module 5
Smart Move Inside The Clinic

Beneficiary : First Line Field Force & Mangers

Learning Objective : This module will give in depth understanding of marketing communication
generally used inside the clinic like its basic elements, barriers to effective communication,
understanding the customer inside the clinic by his gesture, how to create a memorable message.

Finding and conclusion

The emergence of new media and technologies in recent years is quickly changing the
pharmaceutical marketing landscape in the United States. Both physicians and users are increasing
their reliance on the Internet as a source of health and medical information, prompting
pharmaceutical marketers to look at digital channels for opportunities to reach their target audiences.

physicians used the Internet and other technologies to access pharmaceutical, biotech or medical
device information