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
4 - Joint Fieldwork
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
The success of a plan depends on its implementation. To ensure that the action plan designed is implemented successfully, you need to undertake 'joint fieldwork’ During joint fieldwork, you may have to demonstrate how to implement the actions suggested by you, for example, how to effectively communicate with the doctor and highlight a particular point. You need to carry out the joint fieldwork every month. It gives you an excellent opportunity to:
help your team members perform better
assess the level of implementation of strategies
establish your leadership
train and develop their professional competence
assess their activities
assess the movement of different products
assess the availability of different products
develop rapport with key customers
find out about your competitors' activities
assess sales trends in different markets
You need to observe the number of times you conduct joint fieldwork to help your team member. Field Managers mostly check what is not being done or done wrongly instead of observing what is done correctly. So first ask yourself the following questions:
What is your attitude towards joint fieldwork?
How often do you insist on the implementation of strategies?
How well are you accepted as a leader?
How much emphasis do you give on ‘on-the-job training’?
Do you assess the movement of different products, especially new and key products, during your visit?
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- Information
- Essentials of Pharmaceutical Sales Management , pp. 40 - 49Publisher: Foundation BooksPrint publication year: 2007