Book contents
- Frontmatter
- Contents
- Acknowledgements
- Introduction
- 1 Role
- 2 Performance Management
- 3 Territory and Market Knowledge
- 4 Joint Fieldwork
- 5 On-the-job Training
- 6 Managing Key Customers
- 7 Development of Weak or Underdeveloped Territories
- 8 Performance Counselling
- 9 Management of Vacant Territories
- 10 Induction of a New Medical Representative
- 11 Organising and Conducting Successful Meetings
- 12 Monitoring
- 13 Performance Appraisal
- 14 Managing People Productively
- 15 Interface with Marketing
- Postscript
- Appendices
5 - On-the-job Training
Published online by Cambridge University Press: 26 October 2011
- Frontmatter
- Contents
- Acknowledgements
- Introduction
- 1 Role
- 2 Performance Management
- 3 Territory and Market Knowledge
- 4 Joint Fieldwork
- 5 On-the-job Training
- 6 Managing Key Customers
- 7 Development of Weak or Underdeveloped Territories
- 8 Performance Counselling
- 9 Management of Vacant Territories
- 10 Induction of a New Medical Representative
- 11 Organising and Conducting Successful Meetings
- 12 Monitoring
- 13 Performance Appraisal
- 14 Managing People Productively
- 15 Interface with Marketing
- Postscript
- Appendices
Summary
No MR can ever be ideal. It is your duty, as a Field Manager, to put in constant effort to make all your team members as closer to the ideal as possible. If you have to deliver sales, you must train your team members to become competent at delivering their targets month after month, year after year. You should also contribute to the overall development of your team members, which is possible only through continuous training. Therefore, as a Field Manager, you must train and guide your team members and help them develop in each functional area, to enable them accomplish their goals.
As the Field Manager you
have the maximum contact with the MRs
know the strengths and weaknesses of each MR
are familiar with the territories of each MR
spend the maximum time with your MRs
have maximum opportunity to evaluate and develop their capabilities.
The first step in training your team member is to find out his strengths and nurture them. At the same time you need to identify his weaknesses and help him overcome them. To assess the strengths and weaknesses of your team member, ask yourself the following questions pertaining to each area of his work. The answers to these questions will become the parameters to assess him. They will also help you prepare an action plan for yourself as well as for your team member.
- Type
- Chapter
- Information
- Essentials of Pharmaceutical Sales Management , pp. 50 - 71Publisher: Foundation BooksPrint publication year: 2007