Operational Guidelines.

Cirin Pharma Marketing and Sales

Leadership Team

Situation analysis We have spent three months for reading, analyzing,

planning, policy revision and thereafter detailing to the sales team starting from June 20th till to date.

The response from the sponsor is highly encouraging pledging extra amount.

Field force has responded positively mostly and they are looking forward for help and procedural guidelines from head office for making their incentives a reality.

Situation analysis Challenge is one and opportunities are unlimited.

Let us look into the only challenge that we face first briefly.

We will discuss few opportunities and try to prioritize among those a few to capitalizing on them.

Situation analysis The only challenge is.

Remaining focused, contented, available and positive even in the most stressful situations.

Opportunities are unlimited Among the unlimited opportunities few are listed

below.

Field force work plans.

Area and customers coverage.

Distributors handling.

Periodic recording and monitoring of secondary sales.

Opportunities are unlimited Capacity building of subordinates.

Resources available for quick wins both for internal and external customers.

Dynamic budget planning and agreement with sponsor.

Excellent portfolio of registered products available for launching.

Opportunities are unlimited Excellent products applied for registration with DRAP.

Earning, learning and growth opportunities.

Defined and written down career ladder for all.

Incentives

Opportunities are unlimited Optimization of selling resources with unique sales

structure.

Sales management structure comprising of 6 sales managers.

Creation of Hospicare team with focus on high GP products and changing the dynamics.

Opportunities are unlimited Opportunities for both vertical and horizontal growth

with implementation of portfolio reforms.

Liberty of taking decisions both financial and non financial.

Fun to work the way you want to work well and willingly.

……

Field force work plans Failing to plan is planning to fail.

Business managers / distribution manager must take at least 3 – 4 working days to reviewing the tour plans of RM and SM (s) between 15th to 20th of every month and guide and direct appropriate changes.

Field force work plans Business Manager / distribution manager must

critically review, critically analyze and discuss tour plans of SPO / SSPO from every team / business unit (s) under his supervision with sales manager (s) every month between 15th to 20th.

Business managers must discuss in detail tour plan of Sales Manager, Regional Manager and SPO between 15th to 20th of every month with GM and seek advice.

RM Work Plan Review by SM

Time distribution among SPOsa. How many days with each SPO.b. Visiting same territories with same SPO again c. area/important customer coverage by RMd. Contact point / Time in morning evening with same SPOe. Practicality of Plan.

2 night stay each outstation is must (SPO base) for RM

RM tour allowed limit 10-12/month RM will work with 1 spo of one team at a time / tour. RM will start touring from Tuesday

RM Work Plan Review by SM

Periodic recording and monitoring of secondary sales.

Every RM must send daily sales SMS to BM/SBM/SM before 10AM.

This SMS must be team wise and must contain unit of every SKU, total value sales, his target value for the month and day sales increase.

No SMS should be sent without date and region name

Resources available for quick wins both for internal and external customers. SM/RM should try to get quick wins during next 3 – 6

months both for internal and external customers

Quick wins for internal customers. SM/RM should try to lead from the front and spend

appropriate time with the field force in the battle ground and during their class room meeting interactions.

SM/RM must ensure that on 8th, 16th, 22nd and closing of month SPO / SSPO wise incentives are calculated, communicated, celebrated and announced among the team members locally and through e mail by the SM / RM (s) to the head office including GM.

Quick wins for internal customers. SM/RM should praise and reward where ever

appropriate field force members while on the battle ground on their efforts and passion. (a pad on back, a hug, a kiss or a Cadbury or any other good chocolate will do a great deal but please ensure that it is not generalized praise but must be very specific and precise.

Capacity building of subordinates. SM must continuously guide, help, train, coach, direct

and interact with Regional Manager (s) for their capacity building in following operational dimensions.

Field force work planning. Periodic recording and monitoring of secondary sales. Quick wins both for internal and external customers. Class room session with RM / SPO during field visit

individually preparing them better than their subordinates.