Glenmark Pharma Private Limited

Glenmark Pharma Private Limited Case think over Introduction * The go with is headquartered in Baroda. * Mr. Ranjit Deshmukh holds the position of the Vice President. * Plants set up in Tamilnadu, Hyderabad and Gurgaon. * Markets bulk and crab louse drugs and formulations. * Strong sales force of 700 people, supervised by 85 sales managers. * Salespeople realise to compete with doubled competitors in different markets. * Competitors atomic number 18 from local manufacturers to large multinationals. Factors affecting sales try * Sales effort is largely affected by the personal attitude of sales force towards the organization, job and the profession. In pharmaceutical company sector, success largely depends on the growth in market share. * A negative attitude is more(prenominal) detrimental to the organization rather than to the individual. * Moreover it leads to low morale- this creates more problems to the organizations and also to the sales managers.Results of low motif l evel * Such salespeople are mere order takers. * They do not think creatively to enlarge sales. * They have a tendency to blame the marketing programme for poor sales. * They will never read the lack of effort on their part. * They talk against the company. * They hardly get to confidence to customers on the companys products. Become argumentative with supervisors. * Also start giving credit to the competitors firm for their own sales failure. * Highlight the products of the competitor as being far better than that of their firm. * Complain that the requital paying to them is low. * Sales expenses are lower than other companies and it is restricting them from their goal achievement. * Some of them even quit the company and join other firms in the same sector.Problem Identification * Sales policy was altered considerably by the time product reaches to the customer level. * Sales people were not able to give their best to the company. mess felt that there is something rotten hap pening in the field. * There was something that was grossly wrong with the sales staff. core to identify the problems * Conducting a formal study to identify the problems of the sales staff. * They agreed upon hiring an independent consultant who fuel really talk to the salespeople to identify the problem. * They prepared a questionnaire containing 115 items covering 26 attitude areas. * Respondents had to give their opinion on a five point agreement scale. To make any remedial jut out it is very essential to know what went wrong. 1.Issues related to security- I. Not a satisfactory compensation package. II. Fear from competitors. III. lower status Complex. IV. Below average attitude towards the company. 2. Issues related to achievement- I. No recognition or rewards for path breaking ideas II. No response on suggestions 3. Issues related to approval- I. Low status of job II. No rewards or recognition from higher(prenominal) counselling. III. 4. Issues related to advancement- I. No plan for growth or advancement from companys side. II. Insufficient salary structure- lower than industry average. 5. Issues related to leadership- I.Dissatisfactory leadership. II. Failure of middle management to lead the salespeople and to give creative ideas. III. higher(prenominal) management doesnt want to listen to the problems of salespeople. IV. No cross functional co-ordination in the organization. 6. Issues related to pitying Behaviour- I. Very high dissatisfaction among employees. II. Less coordial relationship with finance and account departments as the problems related to advances & angstrom unit expenses are knowingly created by these departments. REMEDIAL ACTION- 1. A compensation package directly related to the carrying out should be developed. 2.The tuition should be given regarding superiority of the products over competitors products 3. The Need Hierarchy opening should be followed by sales supervisors where they access the need of every salesperson and mot ivators can be provided by deciding at what level of need hierarchy the salesperson lies. 4. Sales managers should follow a berth of motivator. 5. Middle management and top management should act as faciliatator for growth and self fulfillment. 6. A effloresce carrier path should be developed. 7. veracious communication of growth prospectives should be mentioned. 8. Appreciation of sales force on achievement of sales targets. . Proper training has to be imparted from time to time. 10. Disputes related to advance & axerophthol expenses should be solved as quickly as possible. 11. There should be more inter-departmental coordination. LONG limit MOTIVATIONAL PLAN FOR THE ORGANIZATION- SECURITY relate ISSUES- 1. A compensation package directly related to the performance should be developed 2. The training should be given regarding superiority of the products over competitors products 3. An installing of new joinees should be conducted explaining the finis of the organization. ACHI EVMENT RELATED ISSUES- 1.Non financial motivators should be used more. 2. The Need Hierarchy system should be followed by sales supervisors where they access the need of every salesperson and motivators can be provided by deciding at what level of need hierarchy the salesperson lies. 3. Appreciation of sales force on achievement of sales targets should be done. APPROVAL RELATED ISSUE- 1. Sales managers should follow a piece of motivator. 2. The middle management should take a keen interest in providing approval of good work. 3. A strong communication policy oriented towards employees should be followed. LOYALTY RELATED ISSUE- 1.A strong organisational culture backed by equity an opportunity for all should be followed. 2. Middle management and top management should act as faciliatator for growth and self fulfilment. 3. Aim at binding employees with organization ADVANCEMENT RELATED ISSUE- 1. A clear carrier path should be developed. 2. Proper career anchors should be developed. 3. P roper communication of growth prospectives should be mentioned. LEADERSHIP RELATED ISSUE- 1. Top management should emerge as role model to employees. 2. A conducive culture has to be followed where each employee is free to say what he feels & have a trust on leadership. . A right path should be shown to employees to have a pride on their leadership & their company. HUMAN BEHAVIOUR RELATED ISSUES- 1. Employees should be set as resource to the company rather than just a revenue generation tool. 2. Proper training has to be imparted from time to time. 3. Problems regarding sales pitching & sales presentation should be heard & resolve by experts. 4. Disputes related to advance & expenses should be solved as quickly as possible. 5. There should be more inter-departmental coordination.