Coaching A Sales Team

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Case Details:

Case Code : MKTG192
Case Length : 6 pages
Period : --
Pub Date : 2008
Teaching Note :Not Available
Organization : --
Industry : Pharmaceuticals/Miscellaneous
Countries : India

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This case study was compiled from generalized experience of the author, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Coaching A Sales Team

Barun Sinha (Barun), Area Manager at DrugPharmz, a mid-sized pharmaceutical company in India, had been working with the company for three years and had developed a stable sales team in this time. Barun was happy with the fact that the team's sales performance was satisfactory and that it had seldom missed sales targets since he had joined the company. The team members shared a good relationship with Barun and he was satisfied with his job. However, a recent discussion he had had with one of the senior Medical Representatives (MR) of the company jolted him out of his complacency and forced him to think about whether he was taking care of the developmental needs of his team members.

Marketing Management Case Studies | Case Study in Management, Operations, Strategies, Marketing Management, Case Studies

Barun now had to develop individual development plans for each of his team members and also work out how he would go about providing coaching to them on an ongoing basis.

Barun had total work experience of around 7 years in the pharmaceutical industry. Before joining DrugPharmz, he had worked for four years between 2001 and 2005 with Medicines India, at its headquarters in Guwahati.

His service record at Medicines India had been reasonably good. Since late 2003, he was being groomed for the position of Area Manager in that company.

In 2005, when his boss Sunil Bora (Sunil) left the company, Barun felt that he stood a good chance of being promoted to the position of AM. However, to his disappointment, the company decided to recruit from outside.

But another opportunity soon came his way. Sunil, who had joined as the Regional Manager (RM) at DrugPharmz, offered him the job of AM in that company. Barun was delighted with the offer. Not only was he getting the coveted promotion, but he could also continue working at Guwahati and that too under the guidance of Sunil with whom he shared a very good rapport.

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