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This manual provides guidance on coordinating activities, managing Key Opinion Leaders, prioritizing products, training and assessing your team, defining targets, and leading for excellence. It emphasizes optimizing sales team, maximizing turnover, managing expectations, and motivating employees effectively.
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DENK SUPERVISOR MANUAL Author: Sales Department September 2014
Germany has a TEAM … Portugal has Ronaldo BrazilhasNeymar … and a fantastic TRAINER! Letyour REPS workas a TEAM Letyour TEAM do the WORK ArgentinahasMessi
Job Description • Coordinate activities • Manage KOL‘s • Prioritize products • Train your team • Assess your team‘s performance • Prioritize customers • Define target for your team • Train your team • Lead your team to excel
Goal of a Supervisor? Optimization of your sales team Maximization of turnover by your team
Goal of a Supervisor? SALES TEAM OPTIMIZATION
Howto…? Manage expectations Clear targetsforyourteam Moderate conflicts Interaction Definition Budgets forareas MANAGE Plan ActivitiesforKOL‘s + areas Timetable + priorities Development + Training plan
Howto…? Sectorialorproductsplit Customer classification Overview Productfocus Weekly + dailyvisitschedule Targets ORGANISE Samples + literature in linewithobjectives Weeklysales target per product in units
Howto…? DENK vision + strategy Stay in contact Expectations + targets Communication Recognition Producttrainingandsalestraining Positive feedback MOTIVATE Support Material forREP‘swork Money, safety, security Joint visits
Howto…? Joint visits + follow-upvisits Weekly achievementsagainsttarget Assessment Performance of REPs + Feedback Monitoring Control Market information Report Daily + weeklyvisit plan Costs + receipts
„Keep yourperformers in thegreen.“ THE PERFORMANCE OF EMPLOYEES Motivation Skill
Focus ofSupervisor‘sWork „The market will not cometoyourdesk …“ Time in office Time in thefield • Meetings • Reports • Administration • Joint visits • Follow-up Solo visits • KOL‘s
Focus ofSupervisor‘sWork „Strong Reps needlesssupportthanweakones.“ JOINT VISITS … tosupportyoursales team in theirwork … tohelpthemimprove theirperformance
Focus ofSupervisor‘sWork The repisfriendly, but when I ask a questionabout a product he isoftenconfused The repseemstoknowantibiotics but does not answermyspecificquestions FOLLOW-UP VISITS I am not ateasewhentherepvisits. He alwaysseems so tired. I wonderif he hasn‘tgosomeissues
Focus ofSupervisor‘sWork The repisfriendly, but when I ask a questionabout a product he isoftenconfused The repseemstoknowantibiotics but does not answermyspecificquestions FOLLOW-UP VISITS The repdoes not knowthebasicsabouthisproduct I am not ateasewhentherepvisits. He alwaysseems so tired. I wonderif he hasn‘tgosomeissues The repcannotrespondtothedoctorsneeds The repis not motivated
Your German SucessStory 1. Job description 2. Goal 3. How? Optimizingtheteam Manage Motivate Organise Control
Checklist • Visit schedule for each rep • Visit report cards for each customer • Global list of customers in country • Customer list for each rep • Guideline for joint visits • Assessment sheet for reps • Daily/weekly visit report • Overview of samples + gimmicks with use per rep • Product prioritization
DENK PHARMA GmbH & Co. KG | Prinzregentenstrasse 79 | 81675 München | www.denkpharma.de | Germany