Territory management training for territorial managers. Course, seminar, training Sales group management

This training fully reveals the principles of managing territory, people and regional business processes. The main purpose of this training is to turn a regional manager of a pharmaceutical company into a functionally effective business unit in a particular territory of the pharmaceutical market, according to the regional priorities of the employing company. Also during the training, special attention will be paid to the principles of proper budgeting from the point of view of “investment marketing”, that is, when every marketing move is calculated from the point of view of investment efficiency.

Target group: regional managers of OTC and Rx departments, regional medical representatives, medical representatives motivated for career growth.

Methodical features:

The training is highly informative and schematic, as well as many practical classifications. The trainer also works in two components: rational and emotional, which increases motivation for learning and pushes for high-quality development of skills, followed by their consolidation in practice. The training format also includes video clips. It is also characteristic that the novelty and usefulness of the material arouse keen interest among the participants. Main forms of working with the audience:
Presentation of material in a presentational, interactive manner, with humor.
Training participants on the methodology of training their medical representatives, the principles of " feedback».
Organizing, conducting and discussing thematic cases.
Analysis and correction practical experience participants, offering new things, recording training agreements.
Discussion.

Main program issues:

1. Standard competencies of a regional manager, his role as a “strategy guide.” If you want to learn yourself, start teaching others, building a self-learning structure.
2. The main stages of the correct “inclusion” of medical representatives: selection, mentoring, training and development, participation in planning (assistance), formation of loyalty, high level motivation, high performance results.
3. Criteria for constructing a self-learning system. Stages of instilling skills in medical representatives: explanation, demonstration, imitation, correction, consolidation.
4. “Mandatory” skills of a medical representative: PPV, psychotyping, objection handling, closing a visit. Visit enhancement skills (desirable): persuasion techniques, metaphorical influence, SPIN technology.
5. The GROW system is a system for asking questions to a medical representative when a problem arises.
6. Levels of professional maturity of medical representatives, principles of delegation.
7. Features of working with doctors. Features of working with opinion leaders. Features of interaction with pharmacies
8. Territory management skills and principles of territorial budgeting.

What participants will receive after completing the training:

1. After the training, you will have an understanding of the main aspects of the activities of a regional manager and an understanding of regional business processes.
2. You will learn the principles of priorities in the process of promoting drugs in the assigned territory.
3. You will learn how to draw up a regional budget that will work, adhering to the principles of investment marketing.
4. You will be able to comprehensively and systematically build relationships with clients according to the “Win-Win” principle.
5. You will learn to convey (sell) the benefits of your drug to medical representatives, and understand how to sell these benefits (SPV) to clients, and develop a USP (unique selling proposition) of your product.
6. You will be able to train medical representatives with quality feedback.
7. During the training you will receive practical advice and ideas regarding your products.

You have already recruited sales agents, identified the main goals and objectives. You have created the foundation of your group. Now you must plan and distribute tasks between sales agents in such a way as to use the best individual qualities of each of them.

Sales agents are not all the same. The abilities and talent that allow one to achieve success are not always available to others. Your job as a sales manager is to put the right people in the right places.

And this concerns the division of the region in which you work and the redistribution of workers.

Quests

In this chapter we will cover the following topics:

Two methods of dividing the sales territory. Different types visits to clients. How to analyze a regional market? How to control the sales market as much as possible?

What should a report on customer visits look like?

Seven basic rules for managing a sales territory.

As a manager, you must take personal responsibility for the area under your responsibility. Treat it like your own store, as if you own it. Be interested in everything that is happening in the area. The point is that if something happens in any part of your sales territory, it affects the entire territory.

What is your biggest goal? The company has entrusted you with managing the regional market in order to increase its income. Yours main task- achieve maximum trade turnover and maximize their balance. Sometimes you can achieve greater profits with less turnover, but for your company the most important thing is net income. The next task is to expand the sales market. This means that every year, as your skills and your employees improve, you will control an increasingly large part of the market. You should also make the most of the opportunities your region has to offer. They say that “extraordinary people never look up to others, but only to their own abilities.” Since each part of the sales territory is an integral part of the whole, you divide the entire region by the number of sales agents working. The secret to success is to divide the tasks into their constituent elements and extract the greatest possible effect from each.

Your job is to help each salesperson find new business opportunities that will become one of the decisive factors for success. This determines the level of your efficiency and ability to achieve the greatest turnover in each part of the territory under your control. This is what you base your success on.

Measures of the effectiveness of sales agents - "ROTI" and "ROE". „ROTI" - „Return on Time Invested" (useful time spent - PZV) and „ROE" - „Return on Energy" (useful energy expended - PZE). It is known that one of the reasons why sales agents fail is poor time management. Another reason is the poor division of the region into sections. It's up to you to train and motivate sales agents, determine their strategy, help expand the sales market and make the most of available opportunities. Thanks to this, you will receive maximum profits throughout the territory in which you manage.

There are two ways to divide the sales territory. The first method is “horizontal division”. This is also called geographical division. It can include a smaller or larger part of the market, but must have clear boundaries. How can you control a market divided horizontally? There are three possibilities:

1. You can apply the so-called “square model”. If you work in a city or urban area, then divide the territory into four squares and send a sales agent to work for a day or half a day in this square. Successful sales agents most often adhere to geographical division and work only in certain areas.

2. The second method is the “clover leaf” method. According to this method, you must have a central office and you deal with a group of clients located at some distance. The sales agents make a path similar in shape to a clover leaf and return to the central base at the end of the day or at the end of the week, the Central Bureau is like the center of a clover leaf.

3. The third method is the “ring model.” In practice, it happens that a sales agent, going from point A to point B, can significantly increase the effectiveness of his work by stopping along the way in search of new potential clients. Then he follows from point B to C and from C to D, and from point D he can return to point A again. This is how the “ring model” works

The second method is “vertical”. This means division by specialized industries. For example, in a vertically divided territory, a sales agent visits only law firms or only companies that use high technologies. In this case, the territory is divided by industry. In one part of the vertically divided territory he may work with more than one sales agent, since each will do what they specialize in.

There are two types of meetings with clients. The most important are contacts with large clients with whom contracts worth more than $50,000 are signed. The higher the contract value, the more attention should be paid to the effectiveness of negotiations between the sales agent and the client. There are few such potential clients, so each meeting must be carefully prepared in order to be in highest degree effective.

The second type of business meetings is visits to small buyers, of which there are always more. In this case, emphasis should be placed on the number of meetings and the effectiveness of their implementation. The task is to visit the largest number of customers in the shortest possible time and in this way expand the sales market.

This will give you three ways to analyze the markets you control. First, you must instruct sales agents to divide existing clients into groups A, B and C. Remember the 80/20 rule? 20% of clients generate 80% of turnover, where 20% are clients of groups B and C On this basis, divide clients into groups A, B and C. In group A, enroll clients according to the state of their bank accounts today, in group B - those who can make a profit tomorrow, and leave group C for use later if there is a need to maximize revenue If a potential client is 50 kilometers away and has too much time to devote to him, he will attract less than a client with little potential but who is much closer

The second way to analyze the market is to determine the number of potential customers.

You can conduct market research, for example, by looking at the yellow pages in phone book In this case, you also divide clients into categories A, B and C. Your immediate future depends not only on old, but also on new clients. When classifying clients, you must take into account their capabilities and requirements, as well as how your sales agent might benefit from the meeting. It may turn out that you will have to immediately reconsider your chances. Take into account that the client is already buying this product somewhere, in which case, what is the likelihood that he will buy from you? Is there a chance that you will sell him something, given the existence of competitors? The next question is: which group - A, B, or C does the client belong to? Take into account the probability coefficient, and you will be able to approximately determine the scale of trade turnover in your territory. Recommend this method of counting to your employees as the basis for action on their territory.

Great value to control the market has geographical location your existing and future clients. Time management is necessary to spend more time with clients who score higher in the classification. And this will be the basis for drawing up an action plan. We have come to the issue of market control. The key to this issue is to minimize wasted time. The average salesperson only uses 20% of their time effectively. Each sales agent spends an hour and a half every day talking with potential clients. If you can only get him to do this for three hours every day, you will double your turnover, increase your work efficiency, and thereby your earnings. If you want to improve your payroll, ask your employees if they are using their time effectively. Influence them to reduce the time they visit clients. Short visits are the basis for visiting as many clients as possible in the shortest possible time. Many salespeople schedule one meeting before lunch, another after lunch, and spend the rest of the time walking the streets and thinking that this is work.

Plan in detail how you will control the sales market in your territory. We have already noted that the basis for the success of a sales manager is calculation. The same goes for a good sales agent. The visit should be arranged by telephone and not show up unannounced. You should maintain telephone contacts with clients of groups B and C and take care of the quality of these contacts.

The last rule of effective management in your territory is to ensure that sales agents adhere to the strategy you have adopted. After hiring a new sales agent, you are faced with the difficult and important task of retraining him. If you work with professionals who are well organized and know exactly what to do, you don't need to regularly demand reports from them. But new employees certainly have to do this until they learn how to manage time properly. The report must contain the following:

1. Number of conversations with clients. Both telephone and personal contacts are taken into account.

2. Number of contacts with the responsible person. How many times have you been able to talk to such a person and agree on a time to meet?

3 Number of arranged meetings. How many meetings is this sales agent able to arrange?

4. Number of conversations and presentations, directly related to the sale. Make sure the numbers are 1, 2, 3, 4, etc. You don't need anything complicated for this computer programs. There should only be a number of conversations and presentations.

5. Number of repeated conversations with the same potential clients and their results. In other words, what did these negotiations give you, how many contracts were signed, how many presentations were made, how many orders were received, etc.

6 Number of signed sales agreements.

7. What is the average total value of concluded sales agreements?

The average value of contracts awarded will give you a high EPV. Thus, you can calculate what the average cost of one visit is, what one conversation with the responsible person brings. It looks like an inverted funnel: the purchasing power of money will be higher the lower we go. When you divide the average contract price by the number of conversations conducted, you get a very high EPV. The sales agent is responsible for his part of the territory, and you must help him organize his time and analyze the market so that he can make the most profit in a certain amount of time. Thus, your income will also increase. Below are seven basic principles that should guide a sales manager when working in the territories entrusted to him.

1. Request weekly reports, by mail or fax. View them right away to stay up to date with what your sales agent is doing. Compare with the results of other sales agents to stay informed about their capabilities.

2. Require salespeople to manage their time effectively. Ask questions about the already known method of assigning responsibilities through questions and suggestions. Ask how they could make better use of their time. The very fact that you pay attention to this will greatly improve the use of your salespeople's time.

3. Remember the “80/20” rule. 80% of trade turnover comes from 20% of clients, 80% of new contracts are concluded with 20% of potential clients. Remember and be guided by this in your work.

4. If you see that a sales agent is not doing well, react immediately. If you don’t do anything, don’t discuss this topic, he will be sure that you don’t need him.

5. If problems arise, solve them immediately. The faster you respond to an agent neglecting his responsibilities, the faster he will get back on track.

6. Remember: By helping your salespeople, you are helping yourself. Provide training to improve their skills.

7. Don't forget that the key to a sales manager's success is the success of his sales force. The success of your businesses is directly proportional to the help you provide to salespeople in achieving their goals.

Exercises

1. How can you help salespeople in a horizontally divided area improve their EPV and EEP? List at least three ways.

1. ___________________________

2. ______________________________

3. _____________________________

2. Can you divide the sales territory in such a way that you can apply the quality/efficiency and quantity/clarity relationships simultaneously?

3. Analyze the sales territory according to the diagram below.

Territory

Type horizontal or vertical

Type of sale

Market percentage control

Relevant sales agent (yes/no)

Next steps

The training is intended for employees who have recently become regional managers or are in the personnel reserve for this position. The program is designed for young managers who need to quickly adapt to a new role and fulfill the required sales plans in the territory.

During the program, participants:

• They will form an understanding of what skills and competencies a regional pharmaceutical manager needs. companies.
• Conduct self-diagnosis in accordance with the presented system models of management competencies.
• They will learn the ability to better understand people to form a better management team.
• They will master the key tools for managing employees, taking into account their level of professional and personal development.
• They will develop a deep understanding of people’s motives and needs and the ability to influence them.

Content:

Management Growth Pyramid

In this section we will look at the differences between performers, middle and senior management: skills, way of thinking, motivation. We will be dismantled typical mistakes leaders and ways to avoid them. Participants will receive several system management models: “Management Box”, “Leadership Space”, “Management Pyramid”. A questionnaire will be developed to identify myths and limiting beliefs that prevent young managers from leading effectively. The material of the section will be consolidated by conducting business simulation “Company Work”, simulating certain aspects of the company's work in real time.

The result is an understanding by participants of what skills they lack to work effectively at their managerial level, creating motivation to learn and acquire these skills.

Goal setting and delegation

In this section, we will work with the individual skills of the participants in setting tasks for subordinates, creating points of control, and giving motivating feedback based on the results of completing the assigned task. We will look at how the problem formulation algorithm will change depending on the employee’s skill level and the complexity of the task. Skill development will be carried out in an intensive training format in mini simulations “Delegation”, “Praise”, “Reprimand”.

The result is a formed model of skills for setting tasks and giving management feedback.

Growing a management team

In the fourth section, we will look at the stages of team building and the management styles that should be used at different stages. Let's touch on the issues of team building and distribution of roles in the team. Using the example of the working structure of the management of the participants, we will find out what formal and informal structure is typical for their unit, what risks are characteristic of this structure and what reserves there are for increasing the efficiency of management activities.

The result is the selection and application of a management style that is adequate to the current situation, higher managerial flexibility of participants, and the use of hidden efficiency reserves.

Secrets of non-material motivation.

The fifth section will be devoted to an in-depth study of the issues of non-material motivation of employees. We will study the psychology of needs and motives, and how to use them to increase productivity. Using management feedback techniques, participants will learn to build motivational connections: work-reward, violation-punishment. Participants will also be given key rules and recommendations for building a system of rewards and punishments. In the final business game « Complex and conflict situations in management» participants will analyze specific management cases, prepare and conduct a management conversation with a “difficult” subordinate.

The result is improved management quality, individual approach to key employees.

Learning Tools:

Business games, role-playing games, exercises, group discussions, educational video courses, video recordings with subsequent analysis.

Tools for coaching and development of medical representatives Training "Organizational Performance Management" Training on developing a business model Training "Strategic Business Planning" Selection of candidates for positions of medical representatives Training for medical representatives Tools for coaching and development of medical representatives Effective tools for personnel management of pharmaceutical companies Key account management: medical organizations and decision makers Hospital sales technologies Results-based presentation of pharmaceutical/medical products to different target audiences Techniques for visiting different target audiences Basics of marketing for a pharmaceutical company Loyalty programs for administration, head. departments, ch. doctors, head departments and heads pharmacies Training "Project for training capitalists: working with objections, merchandising, types of clients" Analysis and assessment of the territory's potential and business planning Training "Toolkit for regional development and territory management" Training workshop "Searching for growth opportunities in the territory" Training "Territory management for territorial managers" Training "Regional development" Training "Territory management" Training "Telephone sales" Training "Active sales and customer management" Training "Effective sales" Training "The art of complex sales" Training "Wholesale sales, working with distributors" Training "Working with sales" Training "Proactive sales and negotiations" Training "Post-warranty sales" Training "Retail sales and personnel management" Training "Stress management" Training on time management Training on delegation of authority Business etiquette courses Training "Decision making" Management training changes Training “Conflict Management” Training “Project Management” Training “Basic Functions of a Manager: Situational Management” Coaching for Managers Training “ Oratory» Training "Organizational Performance Management" Training "Strategic Business Planning" Training "Effective Interviews for HR Managers" Training "Effective Interviews for Heads of HR Departments" Interview on Competencies Training Selection, Assessment and Personnel Management Training "Effective Interviews for Managers" Assessment Center Training workshop "Operational sales management" Training workshop "Sales management in the reporting territory" Training "Sales department management" Training "Increasing the efficiency of the sales department" Training "Searching for growth opportunities in the territory" Training "Effective negotiations" Training "Tough negotiations" Training “Effective negotiations” Training on telephone conversations Training on telephone conversations Complex negotiations with external and internal partners Training “Negotiations with high-status clients” Training “Customer typology” Training “Negotiations with networks” Training “Negotiations with suppliers” Business etiquette courses Training “Decision making” » Change management training Training "Conflict management" Training "Project management" Training "Basic functions of a manager: situational management" Executive coaching Training "Oratory" Training "Organizational performance management" Training "Strategic business planning" Training on team management Training on teamwork interaction Training on team interaction Training on team interaction Training on non-material motivation of personnel Training “Development of key performance indicators for the main business processes of the organization” Effective communication with key figures: VIP, KOL, significant figures. Building partnerships Training "The Art of Communication" Training "Cross-functional Communication Techniques" Training on customer focus Training "Business Communication and Working with Aggression" Training "Presentation Techniques" Training "Presentation of Ideas" Tools of a successful leader: delegation. Cycle: leadership “Multifactor leadership” Topic: main functions of a leader Topic: “Acceptance management decisions» Topic: “Systematic approach to managing an organization” Tools for a successful leader: situational leadership and managerial authority. Coaching style training* Topic: “Goal setting. Decomposition of goals. Planning within the framework of the company's strategic goals. KPI of business processes" Trainings for commercial directors Training: team management Business training: business communication Training: internal communications Trainings for heads of sales departments and directors

Introduction

The era of change! The pharmaceutical market today is completely different than 5 years ago. The world is changing, the pharmaceutical business is changing, and the external provider providing training and personnel development services must also change.

Diagnostics. “What are you complaining about?”

A short survey was conducted among three groups:

One of the questions for groups No. 1 and No. 3 was: “Does the training system that exists in your company help regional managers solve their most pressing problems?”

The results of the group survey are presented in the graph

Several conclusions are very clear:

• Both the organizers of the training service and the recipients themselves are not satisfied with its quality, since the current training system does not sufficiently help regional managers solve their current difficulties
• It should be noted that regional managers assess the ineffectiveness of the current training system in the company more critically than the organizers of this service. This conclusion is quite interesting. We have two hypotheses: the first is that the organizers, due to their expertise, assess the situation more adequately, and the second is that the organizers of the service wear “rose-colored glasses” and are trying to “protect their territory.” Perhaps information from other sources and further observations will help clarify the situation.

Here are some responses from regional managers:

• “The training system does not influence and is not related to current tasks.”
• “In the company XXX, where I currently work, a trainer appeared on staff in 2014, I do not observe training as such”
• "We are engaged in development independently. The centralized training system covers only MP"
• "Trainings do not meet current business needs."
• “As my boss says, the company does not see it as advisable to invest in managers, they must be professionals”
• "The training system does not help in principle. It is very divorced from reality and does not provide practical tools"
• “I would like more trainings in principle. For the last two or three years - about one small training for 2-3 days a year.”
• “The company has its own training department, but currently there are not many trainings, the last training was about 1-1.5 years ago”
• “The management training system is weak and does not allow it to respond to modern challenges.”
• “In two years, one coaching training and that’s it”
• "Novartis has excellent internal training for both regional managers and representatives"
• "I was satisfied with the training of regional specialists at Novartis. I am not at the current company"
• “What TEVA has given me over ten years in terms of training is a really very strong foundation. Now, outside of Teva, I understand how much they invested in us.”

We made other interesting conclusions based on the results of interviews with experts from group No. 2. We found out what competencies of a regional manager need to be developed in modern realities first of all. Experts identified the following four competencies as the highest priority:

1. Human resource management: especially personnel development
2. Personal effectiveness: communication skills, change management, time management
3. Leadership

At the same time, regional managers themselves believe that the most pressing difficulties in their work are the following:

And for more effective activities under the pressure of these factors, they lack the development of three basic competencies:

Strategic approach to territory sales management

Personnel motivation (+ personnel management, personnel development)

Personal effectiveness: time management

It should be noted that both senior experts and service recipients have similar expectations for these three competencies. Only regionals in personnel management place special emphasis on Motivation, and in personal effectiveness on Time Management.

In our opinion, it is more correct to understand a strategic approach as Systemic Thinking.

An interesting fact is that almost none of the regional managers identified Leadership as a tool necessary to achieve results. While training organizers still define it as one of the important elements of effectiveness, although not the most important. Apparently, outside experts know better, and managers either generally underestimate the importance of leadership or are embarrassed to admit to some leadership incompetence. In general, it is alarming that both recipients and organizers in an era of constant change somehow underestimate the importance of leadership as a tool for change. Apparently, unlike senior experts, regional managers also do not realize the importance of such competence as Change Management (during the survey, none of them identified it as necessary to achieve results).

"Diagnosis"

IN modern conditions, when multitasking comes to the fore in a constantly changing environment, the most relevant competencies of the regional manager become Human Resources Management (emphasis on motivating representatives) and Systems Thinking in sales management in the territory. Next come Time Management and Communication (especially cross-functional).

At the same time, the regional managers themselves and partly the organizers of the training system do not fully understand in the current conditions the importance for the results of such competencies as Leadership and Change Management.

Unfortunately, the existing training system in some pharmaceutical companies does not help regional managers successfully cope with the challenges of our time and solve the most pressing problems.

"Treatment" strategy

Combining the efforts of internal experts of pharmaceutical companies with the expertise of external providers and shifting the focus in training and development to the level of regional managers.

A systematic and systematic approach to training regional managers, focused on the development of the most significant competencies for the current time: Systems thinking in sales management in the territory, Personnel management (motivation), Leadership, Change management, Time management.

“Treatment” tactics

We see the most promising approach when the company builds an internal training system either in the format of a Corporate University (Academy), or in the format of a Training Center, or attracts external providers, but also on the principles systematic approach. One-time trainings are not effective. A well-thought-out system of various training and development formats is required.

We would pay special attention to assessment centers to compile an individual competency profile for each regional manager and compile individual plan development.

The second stage is to gradually conduct one-day modular work sessions, each of which includes elements of business simulation and training (three in one). This combined express approach helps to develop practical tools for one competency without a long break from current affairs, and on specific situations participants. Can be carried out by an external provider who has extensive expertise in the pharmaceutical industry.

After each work session, mandatory post-training support and integration of the acquired knowledge and skills into real practice are required. Moreover, with the maximum involvement in this process not only of HR and T&D, but also of the immediate supervisors of regional managers and TOP management. The most effective tools at that stage are field “coaching”, project assignments, etc.