Capstone Poster Presentation

Summer 2015
 Course Facilitator;
Muhammad Ekhlaque Ahmed CAPSTONE COURSE PROJECT
Group Members;
Moiez Bari
SUMMER 2015
Hamza Azeem

GAP FINDINGS
Customer Selection and Targeting Prescription Generation Monitoring
Doctor Base insufficient - to be increase from 75 to 200 in the No record of secondary sales maintained with the company
long run
PJP of order booker and TMs not aligned
No. of target doctors for each category should be decided by the
territory managers based on the sales target assigned to the TM to No monitoring of the order booker
promote ownership
No supervisor to address concerns between order booker and
Target of PKR 400,000 given to each TM should not be fixed in chemists
amount, rather it should vary depending upon the territory
potential
Selling Process Channel Reporting
PROJECT OBJECTIVES
Need of sales training for the territory managers Contradiction in Stock Maintenance and Credit Policies

Organization Study of Current Gaps New Business Model Territory Managers unaware of competitor products Goods delivered in maximum 4 days – stock maintenance
Understanding Processes Identification Proposal policy of 45 days for distributors
Failure to communicate superiority over competitor products
The overall What are the current What is the Incorporate the gaps resulting in non productive sales calls Goods given on credit – results in fake primary sales later to be
returned near expiry
organization of the processes each employee’s input on in the current
company structure department being the current processes and
Monitoring of TMs Lack of Activity Monitoring
and main operations practiced in the firm? processes? propose a new
of the company. business model to DCR received to the office is a time consuming process Order booker PJP not known to the company
What results have The gaps that need achieve the
they produced thus to be addressed in redefined share DCR unable to provide spot tracking No secondary sales monitoring
far? these processes. vision.
DCR unable to verify the actual sales calls – unless followed by
BM through market visits

RECOMMENDATIONS & CONCLUSION

Should maintain secondary sales record and align PJP order booker
Monitor order booker and provide a supervisor to address different issues
Provide sales training
Do a competitive analysis and make superiority claim concretely
Increase doctor base
 CAPSTONE COURSE PROJECT
SUMMER 2015 Course Facilitator;
Dr. Aamir Saeed
Group Members;
Marium Sultana Shanza Farqui
Waqas Ahmed Khan Mahnoor Ahmad
Rabiya Saya Umer Khayam Ghazali
Momina Jamil Shivam Jaisinghani

RESEARCH OBJECTIVES The Business Model TRANSFORMATION

Capture the opinion of Analyze how IPADs are Understand the Determine whether the New Business Model
all internal and perceived as an priorities and company should
Old Business Model
external customers upgraded promotional perceptions of internal continue with the Product Based Portfolio Based
(field force, tool by their users clients in order to come transformation into Selling Selling
pharmacists, general up with strategies to categories or halt the
practitioners and motivate them process.
Multi Teams Reshuffling of Teams
distributors) regarding
model transformation,
restructuring and Ambiguous Team Restructuring of the
development of Names Sales Force
categories
Existence of Facilitation of
Consumer Category Gadgets
RECOMMENDATIONS
CONCLUSION
Literature should be provided every once in a while, so that it would aid in
recall. Category Focus.
Case studies should be changed after every 2 months and should also Patient-centric approach
include discussion of male profiles. Surbex-z and Klaricid most prescribed, but their competition is closing in.
Sampling should be provided frequently, particularly of new medicines.
Doctor’s are very satisfied with sales Representatives but some still have issues.
More CME’s should be organized specially on weekends, as it is convenient
for most of the doctors. The more experienced a doctor the more he disapproves of case studies.
Conduct patient-awareness programs in order to make them learn about
Doctor’s fail to retain too much information.
different diseases and its symptoms and free camps.
Every sales representative doesn’t reach each doctor.
The sales call frequency should be scheduled in accordance with the Sales Representatives find it hard to manage products and communicate effectively.
doctors’ routine to make it more effective.
Advertising and communication techniques to be revised. Low-level of motivation.
Where, this transformation has shown potential and is effective, there are still some loop holes and Abbott should
Portfolio’s should be shortened, as it has become difficult for sales force to
focus on satisfying internal customers before external.
manage.