CABOT

PHARMACEUTICALS
GROUP C-11
AKASH SAXENA
15P173
DEEP DESAI
15P197
HUZEFA LOKHANDWALA
15P203

Detailers Profile
Age

Experience

10 or more
b/w 5&10
Less than 5

25%

15%

25%

30-40

50%

>40

60%

CPI detailers total earnings ranged from $60000 to $120000 in 2003

15% of it constitutes the corporate bonus

<30

25%

BOB MARSH PERFORMANCE

Good Academic record and successful drugstore experience
Started with a salary of $52000 in June, 1992
The salary consistently increased to $98000 by January 2003
Worked under six different district manager over the years
Finally, had to resign at the age of 44 under Franklin due to
poor reviews
Was put on probation twice but was successfully reappointed
on both occasions

Performance Evaluation of
Marsh
Supervisor

Period

Evaluation

John
Meredith

June 1992
March 1997

Initially rated below standard

Improvement need in organization of bag, customer
judgement
Improved over the years, and rated completely
satisfactory in end

Bill Couch

March 1997
September 2000

Rated well above average in all respects

Got handsome salary increase

Jim
Rathburn

September 2000
July 2002

Problems in establishing new products with physician,

unorganised
Put on probation but finally found satisfactory
performance

Vince Read

July 2002
September 2003

Poor organization and slow acceptance of new

products
Found performance completely unsatisfactory in 2003
Again Put on probation

Tom Wilkens September 2003

March 2004

The probation evaporated

No salary hike given

Ted Franklin

Given reading assignments, weekly reports,

March 2004 -

Potential Problems With Marsh

ROLE THEORY
Bob Marsh didnt had a clear
understanding of the role
Company expected him to
promote new product,
remain synced with goals,
carry out companies
promotion scheme
He focussed more on the
sales, remain unorganized
and carried own promotional
schemes for physicians
So a clear role conflict was
seen

CAREER STAGES

Potential Problems With

Marsh

Plateaued
Salesperson
When salesperson stopped improving

Generally happens between age of 40 -50

These Reps have strong connection with the customers
Generate large sales for the company
Marsh seems to have entered this stage
Marsh saw limited growth opportunities
Lack of social need satisfaction
Lack of enthusiasm and indifference were the prominent
symptoms

Possible Solutions
Coaching new sales
persons
Marsh could train new salesperson
This should be specific to the Marshs
area
Transfer of Marshs excellent repo to
new salesperson
Marsh will feel a potential profile change
Fulfilment of social need is possible

Shifting of Marshs
territory
Will lead to new assignment
and motivation
Can leverage on his
interpersonal ability to build
relations in new
demographic
Sending on assignment
abroad is also an option as
he has shown interest in past

Thank you