growth

““PPROFITROFIT + G + GROWTHROWTH = O = O2”2”

Oxygen for CompanyOxygen for Company

Product Life Cycles and the Boston MatrixProduct Life Cycles and the Boston Matrix

Sales

Time

Development Introduction Growth Maturity Saturation Decline

GENERIC PRODUCT STRATEGYGENERIC PRODUCT STRATEGY

• Advertising and Advertising and promotion promotion campaignscampaigns

• Target campaign Target campaign at specific at specific audience?audience?

• Monitor initial Monitor initial

salessales

• Maximise Maximise publicitypublicity

• High cost/low High cost/low salessales

• Length of time – Length of time – type of producttype of product

INTRODUCTION STRATEGY GROWTH STRATEGYMATURE STAGE STRATEGY

• Increased Increased consumer consumer awarenessawareness

• Sales riseSales rise

• Revenues Revenues increaseincrease

• Costs - fixed Costs - fixed costs/variable costs/variable costs,costs,

profits may be profits may be mademade

• Monitor market Monitor market – competitors – competitors reaction?reaction?

•Sales reach peakSales reach peak

•Cost of supporting Cost of supporting the product declinesthe product declines

•Ratio of revenue to Ratio of revenue to cost highcost high

•Sales growth likely to Sales growth likely to be lowbe low

•Market share may be Market share may be highhigh

•Competition likely to Competition likely to be greaterbe greater

•Price elasticity of Price elasticity of demand?demand?

•Monitor market – Monitor market – changes/amendments/changes/amendments/new strategies?new strategies?

CUSTOMER RELATIONSHIP MANAGEMENT

• Product Product outlives/outgrows outlives/outgrows its its usefulness/valueusefulness/value

• Fashions changeFashions change

• Technology Technology changeschanges

• Sales declineSales decline

• Cost of Cost of supporting starts supporting starts to rise too farto rise too far

• Decision to Decision to withdraw may be withdraw may be dependent on dependent on availability of availability of new products new products and whether and whether fashions/trends fashions/trends will come around will come around again?again?

DECLINE PRODUCT


Saturation:Saturation: New entrants likely to mean market is ‘flooded’New entrants likely to mean market is ‘flooded’ Necessity to develop new strategies becomes Necessity to develop new strategies becomes

more pressing:more pressing: Searching out new markets:Searching out new markets:

Linking to changing fashionsLinking to changing fashions Seeking new or exploiting market Seeking new or exploiting market

segmentssegments Linking to joint ventures – media/music, Linking to joint ventures – media/music,

etc.etc. Developing new usesDeveloping new uses Focus on adapting the productFocus on adapting the product Re-packaging or formatRe-packaging or format Improving the standard or qualityImproving the standard or quality Developing the product rangeDeveloping the product range


Sales

Time

Effects of ExtensionStrategies


Sales/Profits

Time

PLC and Profits

PLC

Losses

Break Even

Profits

The Product Life Cycle and the Boston The Product Life Cycle and the Boston MatrixMatrix

Sales

Time

AB

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

Alternative growth strategyAlternative growth strategyAlternative growth strategyAlternative growth strategy

GROWTH OF A FIRM

Internal expansion External expansion

(1) Differentiation Horizontal expansion

(same product, increasein market share)

(1) Horizontal integrationMergers of firms

producing the sameproduct

(2) Vertical integrationDifferent products, butbelonging to different

stages of same product

(2) Vertical integrationMergers of firms producing at different stages of same

process

(3) ConglomerateDiversification -

introduction of totally different products

(3) ConglomerateDiversification - merger of

firms producing totally unrelated products

What Is Vertical Integration?What Is Vertical Integration?(1 of 2)(1 of 2)

Leprino Foods(Mozzarella Cheese)

Where your pizza comes from

Dairy Farmers(milk)

Crop Farmers(Alfalfa & Corn)

Seed Companies(Alfalfa & Corn)

Food Distributors

Pizza Chains

End Consumer

What is Vertical IntegrationWhat is Vertical Integration(2 of 2)(2 of 2)


Dairy Farmers(milk)

Crop Farmers(Alfalfa & Corn)

Seed Companies(Alfalfa & Corn)

Food Distributors

Pizza Chains

End Consumer

BackwardVertical

Integration

ForwardVerticalIntegration

Value Chain EconomicsValue Chain Economics

Dairy Farmers(milk)

Food Distributors

BackwardVertical

Integration

ForwardVerticalIntegration


The Logic of Value Chain Economies

• the focal firm is able tocreate synergy with theother firm(s)

• the focal firm is able to capture above normal economic returns (avoid perfect competition)

• cost reduction

• revenue enhancement

GROWTH-ENTRY STRATEGIES ( EXTERNAL EXPANSION )GROWTH-ENTRY STRATEGIES ( EXTERNAL EXPANSION )

DOMESTIC ENTRYDOMESTIC ENTRYINTERNAL DEVELOPMENT & EXPANSIONINTERNAL DEVELOPMENT & EXPANSION

EXTERNAL ACQUISITIONS & MERGERSEXTERNAL ACQUISITIONS & MERGERS

STRATEGIC ALLIANCES & PARTNERSHIPSSTRATEGIC ALLIANCES & PARTNERSHIPSLicensing, Franchises, Joint VenturesLicensing, Franchises, Joint Ventures

INTERNATIONAL ENTRYINTERNATIONAL ENTRYEXPORTINGEXPORTINGLICENSINGLICENSINGFRANCHISINGFRANCHISINGJOINT VENTURESJOINT VENTURESACQUISITIONSACQUISITIONSGREEN-FIELD DEVELOPMENTGREEN-FIELD DEVELOPMENTPRODUCTION SHARINGPRODUCTION SHARINGTURNKEY OPERATIONSTURNKEY OPERATIONSMANAGEMENT CONTRACTSMANAGEMENT CONTRACTS

PROFITABILITY and PROFITABILITY and GROWTHGROWTH

INTERNALINTERNAL FinancialFinancial Sales and Marketing.Sales and Marketing.

Product Product CustomerCustomer

CHANNELCHANNEL

Working Process.Working Process. Organization.Organization.

Discipline of Double Digit GrowthDiscipline of Double Digit Growth

Customer RetentionCustomer Retention Retain our loyal doctorRetain our loyal doctor Improve quality of personal selling Improve quality of personal selling

( Customer Care )( Customer Care ) WHO : The right target doctor.WHO : The right target doctor. WHERE: The right place to meet Doctor.WHERE: The right place to meet Doctor. WHEN : The right time to meet Doctor.WHEN : The right time to meet Doctor.

Increase Market ShareIncrease Market Share Acquisition New Doctor. Acquisition New Doctor. Switch Competitor Product.Switch Competitor Product.

New Product New Product Don’t Put your future depend on Some Don’t Put your future depend on Some

Obsolete product.Obsolete product. Growth from New Product could enhance Growth from New Product could enhance

sustainable growth.sustainable growth.


Company PositioningCompany Positioning Dexa Positioning in the mind of Dexa Positioning in the mind of

doctor.doctor. Why the company need to Why the company need to

growth ?growth ? The Oxygen of the company.The Oxygen of the company. Image can Retain loyal customer.Image can Retain loyal customer. More money more investment. More money more investment.

PROFIT and GROWTHPROFIT and GROWTH

FinancialFinancial Effective and efficiency budget Effective and efficiency budget

allocation.allocation. DEXA CAM is not investment DEXA CAM is not investment

period.period. Reduce FIX COST by :Reduce FIX COST by :

Reduce Program that generated fix Reduce Program that generated fix cost.cost.

Increase the sales to spread fix cost.Increase the sales to spread fix cost. PROFITABILITY DRIVENPROFITABILITY DRIVEN

ExpenseExpense

Sales and MarketingSales and Marketing ProductProduct

Market DevelopmentMarket Development RepositioningRepositioning New Market SegmentNew Market Segment

DiversificationDiversification New Product, New New Product, New Market.Market.

PenetrationPenetration Existing Product Existing Product growth, related to sales growth, related to sales managementmanagement

Product DevelopmentProduct Development New TechnologyNew Technology New Chemical EntityNew Chemical Entity

New

Old

Old NewProduct

Market

Sales and MarketingSales and Marketing Product VehicleProduct Vehicle

Market DevelopmentMarket Development Internal DevelopmentInternal Development

DiversificationDiversification Co MarketingCo Marketing Acquisition Acquisition

PenetrationPenetration Trading Trading Co MarketingCo Marketing AcquisitionAcquisition

Product DevelopmentProduct Development R&DR&D Co MarketingCo Marketing AcquisitionAcquisition

New

Old

Old NewProduct

Market

Sales and MarketingSales and Marketing Product ExampleProduct Example

Market DevelopmentMarket Development MedixonMedixon

DiversificationDiversification OTC ProductOTC Product Co Marketing Co Marketing (haemacell and (haemacell and Vectrine)Vectrine)

PenetrationPenetration Existing ProductExisting Product

Product DevelopmentProduct Development Vometa FTVometa FT RhinosRhinos

New

Old

Old NewProduct

Market

Sales and MarketingSales and Marketing

Law of double digit growthLaw of double digit growth Focus on Product High GrowthFocus on Product High Growth

New ProductNew Product Existing Product.Existing Product.

Product low Competition.Product low Competition. MedixonMedixon

High growth diseases.High growth diseases. Gluvas, Glumin, Noperten, Trolip,Gluvas, Glumin, Noperten, Trolip,

High Prevalance diseasesHigh Prevalance diseases Antibiotic, Gastro.Antibiotic, Gastro.


Customer RetentionCustomer Retention Retain our loyal doctorRetain our loyal doctor Improve quality of personal selling Improve quality of personal selling

( Customer Care )( Customer Care ) WHO : The right target doctor.WHO : The right target doctor. WHERE: The right place to meet Doctor.WHERE: The right place to meet Doctor. WHEN : The right time to meet Doctor.WHEN : The right time to meet Doctor.

Increase Market ShareIncrease Market Share Acquisition New Doctor. Acquisition New Doctor. Switch Competitor Product.Switch Competitor Product.

New Product New Product Don’t Put your future depend on Some Don’t Put your future depend on Some

Obsolete product.Obsolete product. Growth from New Product could enhance Growth from New Product could enhance

sustainable growth.sustainable growth.


Company PositioningCompany Positioning Dexa Positioning in the mind of Dexa Positioning in the mind of

doctor.doctor. Why the company need to Why the company need to

growth ?growth ? The Oxygen of the company.The Oxygen of the company. Image can Retain loyal customer.Image can Retain loyal customer. More money more investment. More money more investment.


Growth of ProductGrowth of Product InternalInternal

Existing Product Existing Product New ProductNew Product Trading ProductTrading Product OTC product OTC product

ExternalExternal Co Marketing Product ( Strategic Co Marketing Product ( Strategic

Alliance)Alliance)


CustomerCustomer Law of Double digit growthLaw of Double digit growth

Customer RetentionCustomer Retention Increase Market ShareIncrease Market Share


RetentionRetention Have you monitored your doctor ?Have you monitored your doctor ?

AL, BL, CLAL, BL, CL What action have been taken for What action have been taken for

retain your doctor ?retain your doctor ? CRM, Program, Regular visit CRM, Program, Regular visit

Have MR follow up the action ?Have MR follow up the action ? What is the result ?What is the result ? Have you evaluate the Result vs Have you evaluate the Result vs

Action ?Action ?


New

Old New

Product

Customer

PENETRATION / REUPTAKE

AQUISITION

Old

CROSS SELLING

• Min 2 per Month cross selling based on MR data based Dr.

• Min Reuptake 2 Doctor per existing product • Maintain Min 80% Customer until at the end of the year

• Finding new Clinic, Dr, NGO• Add more doctor in Program

Component of Market Component of Market AnalysisAnalysis

Flow of SalesFlow of Sales

Doctor DispensingDoctor Prescribing

Hospital / Clinic / Cabinet

MRDetailing

Prescription /Medicine

Pharmacysales

Potency of Switching

DEXA MEDICINE

Pharmacy

Working ProcessWorking Process

Indirect Parameter but determine our Indirect Parameter but determine our Achievement.Achievement.

Input Input Process Process Output Output Working Process:Working Process:

Call Planning.Call Planning. Detailing activity.Detailing activity.

Product KnowledgeProduct Knowledge

Building relationship / Personal Selling.Building relationship / Personal Selling. Handling Complain.Handling Complain.

The Basic Components of a Selling Organization

Sales ForceInvestment

Sales ForceActivity

CompanyResults

Salespeople

Expenses

Sales SupportExpenses

CustomerAttraction

AndRetentionProcess

SalesProfitsMarket Share

Short-TermLong-Term

PeopleAnd

Culture

Customer

Sales Force MeasurementSales Force Measurement

Sales ForceProductivity

Drivers

- Competency/ impact matrix

- Health checks

- Knowledge

- Competencies

- Skills

- Attitudes

- Behaviors

- Motivation

- Salesperson success profile

- Employee satisfaction

- Turnover

- Peer and subordinate reviews

- Culture check

- Account planning

- Targeting

- Calls

- Reach

- Frequency

- Hours

- Coverage index

- Maintenance

- Prospecting

- Needs assessment

- Demonstration

- Proposals

- Evaluations

- Solutions

- Customer service

- Customer Satisfaction

- Customer retention

- Customer Loyalty

- Repeat rate

- Complaints

- Returns

- Penetration

- Message memorabillity

- Sales

- Profit

- Orders

- Collections

- Sales per Rep

- Market share

- Value perception

People andCulture

Sales ForceActivity

CustomerResults

CompanyResult

OrganizationOrganization

Dexa Value ImplementationDexa Value Implementation Organization StructureOrganization Structure Leadership Leadership Talent MappingTalent Mapping

Couching and TrainingCouching and Training


Dexa Value ImplementationDexa Value Implementation Are they remember our value ?Are they remember our value ? How deep the understanding of Dexa How deep the understanding of Dexa

value ?value ? Do the MRs adapt the value in daily Do the MRs adapt the value in daily

activities ?activities ? Room for Improvement.Room for Improvement.

Value important to set several positive Value important to set several positive attitude.attitude.

Check your MR, do they react base Check your MR, do they react base on the value ?on the value ? Strive for excellentStrive for excellent Act ProfessionallyAct Professionally Deal with CareDeal with Care


Case StudyCase Study Problem between peerProblem between peer Ethical code ethic in CambodiaEthical code ethic in Cambodia

Program PrescriptionProgram Prescription Select doctor and HospitalSelect doctor and Hospital


Organization StructureOrganization Structure Sales Team StructureSales Team Structure

SUP SUP TL TL MR MR SM SM SUP SUP TL TL MR MR

Area Management vs Team Area Management vs Team Management ?Management ?

PerformancePerformanceLowLow

PerformancePerformanceFairFair

Performance Performance HighHigh

PotencyPotencyHighHigh

PotencyPotencyFairFair

Potency Potency LowLow

Talent Mapping for MR

PerformancePerformanceLowLow

PerformancePerformanceFairFair

Performance Performance HighHigh

PotencyPotencyHighHigh

66Support to handle new job Support to handle new job

function and keep function and keep maintaining the maintaining the

performanceperformance

33couching for couching for performance performance ImprovementImprovement

11Promotion to high job Promotion to high job

level less than 12 level less than 12 monthmonth

PotencyPotencyFairFair

88Couching and counseling to Couching and counseling to improve the performanceimprove the performance

55Manage / Couching / Manage / Couching /

develop to improve the develop to improve the performanceperformance

22Job Enrichment during Job Enrichment during

12 – 24 month 12 – 24 month

Potency Potency LowLow

99Couching to improve Couching to improve

performance become fair or performance become fair or find win win solutionfind win win solution

77Couching / DevelopCouching / Develop

44Empower the expertise Empower the expertise

for organization for organization interest and keep interest and keep maintaining the maintaining the

performanceperformance

Manage Development of MR throughManage Development of MR through

Matrix Talent ManagementMatrix Talent Management

> Tot Growth

< T

ot

Gro

wth

> T

ot

Gro

wth

< Tot Growth

YE

AR

05

/06

To

t G

row

th :

25%

YEAR 06 /07 Tot Growth : 21%

• San Boremey ( 05/06 : 100%, 06/07 : 161%)• Sok Sreynoch ( 05/06 : 38%, 06/07 : 42%)Yin Kanhabot ( 05/06 : 98%, 06/07 : 21% )

• Limeang ( 05/06 : 100%, 06/07 : 30% )

• Seng Kim Sour (05/06 : 15%. 06/07 : 16%)

• Mok Sakith ( 05/06 : 91%, 06/07 : 16%)• Theap Puy ( 05/06 : 77%, 06/07 : 12%)• Chan Syn ( 05/06 : 182%, 06/07 : -18% )• Tong Bun Hach ( 05/06 : - 27%, 06/07: 34%)• Tavy,Mao,Phary,Narong (06/07 : 100%)

PDCA per MR mappingPDCA per MR mapping

1 Chan Syn 4 3 2 2 Attention Counseling enhance Controlling, and Rp system2 Theap Puy 4 3 3 3 Attention Counseling RP system3 Chap Sarorn 3 3 2 2 Attention Counseling ( Rp system, Refreshing PKL )4 Boremey 2 2 2 2 Attention Counching and Counseling ( Joint visit, Role play, RP sys)5 Kim Sour 4 3 3 3 Support Rp system6 Bun Hach 4 3 2 2 Attention Enhance Controlling, and RP system7 Mok Sakith 4 3 2 2 Attention Enhance Controlling, and RP system8 Kanhabot 4 3 2 2 Attention Enhance Controlling, and RP system9 Srey Noch 3 2 2 2 Attention Report Checking, Joint visit, RP sys

10 Eav Leng 3 2 2 2 Attention Report Checking, Joint visit, RP sys11 Lim Meang 3 3 2 2 Support Counching and Counseling ( Joint visit, RP sys)12 Kosal 3 3 3 2 Attention Counseling and Couching ( Refreshing PKL, Rp sys )13 Phary Attention Couching and Counseling ( Joint visit, Role play, Rp sys)14 Thavy Attention Couching and Counseling ( Joint visit, Role play, Rp sys)15 Narong Attention Couching and Counseling ( Joint visit, Role play, Rp sys)16 Mao Attention Couching and Counseling ( Joint visit, Role play, Rp sys)NEW MR

NoMR

Name Planning Doing Check Action Mapping Improvement

Activity

.

Superior Producers

Top 16%

PoorProducers

Bottom 16%

Average Producers

68%

Why does this matter?Why does this matter?Unskilled / Semi-skilledUnskilled / Semi-skilled

‘‘Average’ produce 19% more than ‘Poor-producers’ Average’ produce 19% more than ‘Poor-producers’ ‘‘Superior’ produce 19% more than ‘Superior’ produce 19% more than ‘Average’Average’ ‘‘Superior’ produce 38% more than ‘Poor-producers’Superior’ produce 38% more than ‘Poor-producers’

SkilledSkilled


Management / ProfessionalManagement / Professional


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.

Cost of ‘Average’ vs. ‘Superior’ Cost of ‘Average’ vs. ‘Superior’ PerformersPerformers

=

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

Cost of ‘Average’ vs. ‘Superior’ Cost of ‘Average’ vs. ‘Superior’ PerformersPerformers

=

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

ImplicationsImplications These figures are not ‘worst case’: If any or all are These figures are not ‘worst case’: If any or all are

below average the loss for that position is below average the loss for that position is doubleddoubled – but so is the potential for improvement– but so is the potential for improvement

Unless all your people are ‘superior’ performers you Unless all your people are ‘superior’ performers you are losing money unnecessarilyare losing money unnecessarily

Regardless how large or small your organization Regardless how large or small your organization the potential losses are relatively largethe potential losses are relatively large

Every timeEvery time you move performance in any single you move performance in any single job you have a measurable financial impactjob you have a measurable financial impact

This is the easiest strategy for making significant This is the easiest strategy for making significant improvements to your bottom line improvements to your bottom line

High Performance CoachingHigh Performance CoachingSummarySummary

FocusFocus Individual, achieving outstanding results, and realizing full Individual, achieving outstanding results, and realizing full

potentialpotential

Impacts business resultsImpacts business results Developmental FocusDevelopmental Focus

Short and frequentShort and frequent Future orientedFuture oriented

Coaching ProcessCoaching Process 6 steps6 steps Key skills – Asking questions & Active listeningKey skills – Asking questions & Active listening

FrameworkFramework ExpectationsExpectations MonitorMonitor CoachCoach

Individual impactIndividual impact Learning, reasoning, & problem solvingLearning, reasoning, & problem solving CommunicationsCommunications

Extraordinary CoachesExtraordinary Coachesmake make

Extraordinary PeopleExtraordinary People

- - There are no There are no ordinary people, just ordinary people, just ordinary Coaches!ordinary Coaches!

High Performance Coach High Performance Coach CharacteristicsCharacteristics

PositivePositive EnthusiasticEnthusiastic TrustingTrusting FocusedFocused Goal-orientedGoal-oriented KnowledgeablKnowledgeabl

ee

ObservantObservant RespectfulRespectful PatientPatient ClearClear AssertiveAssertive

Different RolesDifferent Roles

BossBossTalks a lotTalks a lotTellsTellsFixesFixesPresumesPresumesSeeks ControlSeeks ControlOrdersOrdersWorks onWorks on

CoachCoachListens a lotListens a lotAsksAsksPreventsPreventsExploresExploresSeeks Seeks

CommitmentCommitmentChallengesChallengesWorks withWorks with

OrganizationOrganization The Leadership ChallengeThe Leadership Challenge

Challenging the ProcessChallenging the Process Initiative, innovate, experiment, take risks, Initiative, innovate, experiment, take risks,

and push the limit of organization.and push the limit of organization. Challenge the status quo.Challenge the status quo.

Inspiring shared visionInspiring shared vision Clear and Compelling vision.Clear and Compelling vision. Breathing and Communicating the vision.Breathing and Communicating the vision.

Enabling other to actEnabling other to act Empower with authorityEmpower with authority

Modeling the wayModeling the way Practice what they preachPractice what they preach Encourage and raise moraleEncourage and raise morale

Encouraging the heartEncouraging the heart Reenergizing employee efforts and raising Reenergizing employee efforts and raising

moralemorale Are we a good leader ?Are we a good leader ?

SUPERVISOR SALES SUPERVISOR SALES DIAGNOSEDIAGNOSE

CUSTOMER CUSTOMER PRODUCTPRODUCT PROCESSPROCESS EMPORWERMENTEMPORWERMENT

SUPERVISOR SALES SUPERVISOR SALES DIAGNOSEDIAGNOSE CUSTOMERCUSTOMER

Retention, Acquisition, Reuptake Retention, Acquisition, Reuptake Customer LoyalCustomer Loyal

Analysis customer buying patternAnalysis customer buying pattern ProductProduct

Focus on Product Focus on Product Big Potency in term of value and growth.Big Potency in term of value and growth.

Big map StrategyBig map Strategy Launch new productLaunch new product

Based on Market DemandBased on Market Demand Based on Internal CategoryBased on Internal Category

Division product category ( Promoted, Semi Division product category ( Promoted, Semi Promoted, and OTC )Promoted, and OTC )

Promoted ( Complete line of therapeutic )Promoted ( Complete line of therapeutic ) Maintain sales for mature product.Maintain sales for mature product.

SUPERVISOR SALES SUPERVISOR SALES DIAGNOSEDIAGNOSE ProcessProcess

MR productivityMR productivity Quantity : CALL ( Actual vs Target )Quantity : CALL ( Actual vs Target ) Quality : Effective CALL Quality : Effective CALL

How many call could create prescription?How many call could create prescription? Measurement :Measurement :

Detailing systemDetailing system Product KnowledgeProduct Knowledge Communication SkillCommunication Skill

Relationship buildingRelationship building Interpersonal SkillInterpersonal Skill Communication SkillCommunication Skill

MR Value ( ATTITUDE )MR Value ( ATTITUDE ) Value integrationValue integration

Medico Marketing ProductivityMedico Marketing Productivity Quantity : Actual vs TargetQuantity : Actual vs Target Quality : effective presentation and follow upQuality : effective presentation and follow up

How many Prescription could be created by 1 How many Prescription could be created by 1 Blitzing or Product Presentation ?Blitzing or Product Presentation ?

growth

Business

product portfolio

decline product

product range

obsolete product

new product dont

product life cycles

growth stage

growth of d