The document discusses the implementation of a sales force automation (SFA) system by a pharmaceutical company to digitize its sales and distribution operations. Some key points: - Currently the company lacks integrated data across medical marketing, sales, and redistribution. Real-time data is also not available. - The SFA system will automate processes like itinerary planning, order management, expense tracking for both medical representatives and sales representatives. - It will provide real-time sales data, online stock updates, and optimize distributor operations. - Analytics from the system will help with sales planning, effectiveness reviews, pharmacy stock levels, and doctor relationship management.

1. Prashan Costa
Brand Manager– Astron Limited
B.Sc(Col), ACMA, CGMA, ACIM, Dip M(UK), CPA(Asia)
MBA (Col – Reading) Prashan Costa
B.Sc (Col), ACMA(UK), CGMA, ACIM, Dip.M(UK), CPM(Asia),
MBA(Col – Reading)11/36

2. Contents
Why?
What?
How?
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3. 33/36

4. • Drugs of Approx. 350 manufacturers (Highly fragmented, Market leader 10%)
• 90% Imported
Rs.50 Bn Industry
• Only be sold at pharmacies
• Modern Trade pharmacies, stocking doctors, Private hospitals
Pharmaceuticals Selective Distribution
• On the fundamentals of Relationship Marketing
• Understanding of market dynamics and stakeholder
Pharmaceutical Marketing
44/36

5. Key Opinion
Leader:
Prescriber/
Doctor/Expert
Approx:12,000
End Consumer:
Patient
Retailer:Chemist
Approx: 4500
Medical Marketing
(Demand Creation)
Medial
Representative
Redistribution Sales
(Demand Catering)
Sales Representative
Distributor :
Primary Customer
Patient relying
on Dr.
Prescription
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Manufacturer

6. Pharmaceutical industry has
following 3 stakeholders to be
managed
In the case of non-
prescription drugs
ATL/BTL advertising and
CRM of End Consumer
Management of
Marketing activities and
Daily Operations of
Medical Representatives
& Sales Representatives
Relationship Marketing
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7. `
77/36

8. 88/36
=
Mind Share
Direct Marketing
Guerilla
Marketing
Advertising
Sponsorships
Personnel Selling
Sales Promotions

9. Preparation
• Itinerary for the
month
• Prescriber
Database –
Customer
Database
• Training on
Detailing – To
deliver key
message
Field Work
• Daily Dr. Visits
• Brands Promoted
• Samples Utilized
• Key Message
Delivered
• Feedback through
DCR (Daily Call
Reports)
• Expense Claims
Review
• Monthly Sales
Target
Achievement
• Doctor Coverage
• Location tracking
• Effectiveness &
Efficiency
99/36

10. Preparation
• Itinerary for the
month
• Pharmacy
Database–
Customer
Database
• Selling &
Merchandising
Skills
Field Work
• Daily Visits to
Pharmacies
• Orders
Canvassed – Pre
Sales
• Promotions
• Collection of
Receivables
Review
• Monthly Sales
Target
Achievement
• Redistribution
Sales
• Pharmacy
Coverage
• Effectiveness &
Efficiency
1010/36

11. Primary Sales Captured
through ERP
Sales Reps – Pre Sales
Pre Sales Orders are sent
to distributors at the end
of the day for invoicing
Sales reps are unable to
view the existing stock
levels at the distributor
Orgnization is unable to
capture distributors real
time sales and stock
levels – Sent via a text
file on daily/weekly basis
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12. 1212/36

13. •Data gathered from various aspects of the business were not integrated
Absence of a Central Contact Management Centre
•Especially on Prescription patterns of doctors, purchasing pattern on pharmacies etc
Lack of Data Analysis for Decision Making
•Efficiency & Effectiveness
Absence of required data for measurements on Sales force
•In the presence of unethical sponsorships for the doctors, it is mandatory to maintain proper customer
relationship management
Absence of customer loyalty under increasing industry
Need for optimization of distributor operations and maximization of revenue
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14. 1414/36

15. 1515/36

16. SFA can be purchased as a readymade/
customized software which is a mobile
enabled solution (for sales reps) for companies
engaged in re-distribution sales
• Redistribution maybe via a network of
appointed Distributors
The solution automates all key processes
related to the organisation
1616/36

17. Distributor
Marketing Rep.
Management
Marketing Rep.
17
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18. 127 Marketing Personnel – Each Getting their Personal PDA
• Unique Log in for each individual
• Privacy and Safety of information ensured
• Cultural issues
Distributors to install the system
• Trail runs/ Parallel Runs done
• Most strenuous task was entering valid customer data
• Compatibility issues
Contact Management Centre
• Head Office
• Integration
• MIS Analytics
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19. 1919/36

20. 2020/36

21. Strategic
AnalyticalOperational
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22. 2222/36

23. • Preparation of Sales Targets
& Leads
• Itinerary for the month
• Sample Allocations
• Sales Force Effectiveness
Planning
Strategic
(Management)
• Field Visits/ Pharmacy
orders synchronized online
• What brands promoted/
Samples given/
Promotional materials
utilized/ Sponsorships
given
• Real time Data viewing
• Expense Claims
Reconciliation via SFA
operations data
Operational
(Field Staff)
• Sales Force Effectiveness
review
• Distributor Sales
Maximization and Route
Optimization
• Pharmacy stock level
evaluation and sales
maximization
• Pharmacy promotions
effectiveness evaluation
• Doctor relationship
management – evaluation
of promotions/
sponsorships
Analytical
(Review)
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24. Sales Dash Board that gives an overall view of the three functions on a single page for each customer
that a company may have. The dashboard may provide client information, past sales, previous marketing
efforts, and more, summarizing all of the relationships between the customer and the firm, Sales
Promotion analysis, Tracking of a client’s Account history etc..
Goals
Real time sales data
Online stock updating
Smooth distributor
operations
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25. 25
Purchasing
Patterns
Information customer
upgrading
Upselling & Cross
Selling
Order
Frequency
Optimization of Routes
Chemists per routes
Fill Rates (Primary/ Secondary
Route
Planning
Outstation tours
Stock to be carried
Minimizing stock outs
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26. Operational – Medical Representatives Operations : Key Insights
26
Prescription
Patterns
Creating Pen Habits
Creating
Loyalty
Making the Prescriber an
advocate
Return on
Investment
Maximize return on
sponsorships
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27. 2728/36

28. Low High High Medium High High
Medium Low Medium - Medium Medium - High
Low Low Low Medium Low - High
Adoption (% of Prescription to Astron)
Potential
(No. of
Prescriptions
per Day)
Allocation
of
Resources:
Samples &
Personnel
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30. 3033/36

31. • Resistance to change
Organization culture & Internal Politics
• Distributors handling many companies, having many
computer systems, thus reluctance to integrate
Distributor integration
Vendor Support and Customization
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32. 32