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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Please note:

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 Contd..

On June 10, 2008, Barun was scheduled to work with Bikas, one of the older members of the team, at Guwahati. However, he wondered whether it was really necessary for him to spend time with Bikas, who he felt, was perfectly capable of taking care of the sales himself.

This was also the case with the other MRs reporting to him. He thought it would been better to spend some time with the new MR at Nagaon, Ramen Gogoi (Ramen), who had been appointed to take Manoj's place, though Ramen had been able to maintain sales. After making the sales calls, Barun and Bikas sat down to review the work they had done till then and plan ahead for the calls to be made later in the day...

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

That evening, Barun rang up Sunil, who was on tour to Dibrugarh, and told him about his discussion with Bikas earlier in the day. He said he planned to have this kind of discussion with his other team members and prepare individual development plans for each of them. "Your assessment is correct. Bikas is not ready to take up this responsibility...

The next week, Barun went to meet Sunil at the regional office at Guwahati. He had spent the better part of the previous week working with the other two MRs of Guwahati, Rajen and Ranajit. During this time, he had had discussions with each of them to assess their development needs and priorities.

In addition to updating Sunil about the sales in the territories under him, Barun also wanted to inform him about what he had learnt from his discussions with Rajen and Ranajit and explore ways of going forward. "Though both Rajen and Ranajit have been working in this company for more than three years, they don't seem to be very clear about their future plans...

After working with Sujit and Ramen, Barun began preparing the development plans. Ramen was very new to the job. His immediate priority was establishing himself as a member of the team. Barun felt that he had a good work ethic and once he had developed good selling skills, he could be one of the more productive members of the team...

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