Next, let us understand the role of each of these positions.
The Sales Manager or the SM’s role is to achieve the national business goal and earn the stipulated profit for the Business Year (BY), through a team of 6 RMs, with 8DMs each, with, in turn, 10 TBDs each. His is a totally visionary role.
He sets a goal regarding how to earn total stipulated profit through what strategy for each brand.
He sets a value goal for each of his BMs as per his decision on percentage sales growth for each product.
He also takes decisions like which performance areas need upgradation and or/training in his department.
The Regional Manager or the RM’s role is to achieve the regional goal of sales, as well as profit, for the BY, through his team of 8 DMs and …show more content…
The District Manager or DM’s role is to achieve business goals for his district through his team of 10 TBDs. It is a mostly supervisory and somewhat implementational role.
His involvement in customer building is the second after that of the RM.
He monitors the selling techniques, daily report of business done by each TBD, and guide them by providing on-the-job coaching, demonstrating and counselling. In case of important or tricky customer, the DM may himself have to handle selling with these few.
He tells the TBD how to go about the task of selling to achieve the goal, the number of doctors and the number chemists to be visited in a time period, the procedure of detailing, number of scientific conferences to be held with doctors, which doctors and chemists to visit when a superior asks for a day of field …show more content…
The other four competencies have different scores for the different levels.
From these we can see that because, the SM’s role is purely visionary, this position has the highest requirement score for the competency “Set vision and strategy”, and the requirement score for this reduces, down the hierarchy ladder.
The requirement score for the competencies “Anticipate”, “Innovate” and “Build” is the highest for the TBD, and it reduces up the hierarchy ladder, as these are more implementation oriented.
This competency model could be used for recruitment and selection, performance management, and, also for succession planning for SM level.
In the pharmaceutical industry in India, competency mapping is not as such in practice for medical sales personnel. Mostly the assessment based on competencies is subjective and dependent on the assessors’ perception of the competencies and of the weightage to be given to each for the role for which he is interviewing or assessing performance.
There may be two types of expected competency mapping for any role: functional and
The Sales Manager or the SM’s role is to achieve the national business goal and earn the stipulated profit for the Business Year (BY), through a team of 6 RMs, with 8DMs each, with, in turn, 10 TBDs each. His is a totally visionary role.
He sets a goal regarding how to earn total stipulated profit through what strategy for each brand.
He sets a value goal for each of his BMs as per his decision on percentage sales growth for each product.
He also takes decisions like which performance areas need upgradation and or/training in his department.
The Regional Manager or the RM’s role is to achieve the regional goal of sales, as well as profit, for the BY, through his team of 8 DMs and …show more content…
The District Manager or DM’s role is to achieve business goals for his district through his team of 10 TBDs. It is a mostly supervisory and somewhat implementational role.
His involvement in customer building is the second after that of the RM.
He monitors the selling techniques, daily report of business done by each TBD, and guide them by providing on-the-job coaching, demonstrating and counselling. In case of important or tricky customer, the DM may himself have to handle selling with these few.
He tells the TBD how to go about the task of selling to achieve the goal, the number of doctors and the number chemists to be visited in a time period, the procedure of detailing, number of scientific conferences to be held with doctors, which doctors and chemists to visit when a superior asks for a day of field …show more content…
The other four competencies have different scores for the different levels.
From these we can see that because, the SM’s role is purely visionary, this position has the highest requirement score for the competency “Set vision and strategy”, and the requirement score for this reduces, down the hierarchy ladder.
The requirement score for the competencies “Anticipate”, “Innovate” and “Build” is the highest for the TBD, and it reduces up the hierarchy ladder, as these are more implementation oriented.
This competency model could be used for recruitment and selection, performance management, and, also for succession planning for SM level.
In the pharmaceutical industry in India, competency mapping is not as such in practice for medical sales personnel. Mostly the assessment based on competencies is subjective and dependent on the assessors’ perception of the competencies and of the weightage to be given to each for the role for which he is interviewing or assessing performance.
There may be two types of expected competency mapping for any role: functional and