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   Bob Marsh worked at Kramer
    Pharmaceutical for 12 years
   Hard working, well established
   Bob was fired because of failure to comply
    with company protocol after various
    attempts
   Afterwards physicians has asked the
    Kramer officials to bring him back
 Bob Marsh was detailer for Kramer
  Pharmaceuticals
 Detailing is a one to one marketing
  technique used by pharmaceutical companies
  to educate a physician about a vendor's
  products in hopes that the physician will
  prescribe the company’s products more often.
 Assigned for 200 physician and hospital
  accounts in Toledo, Ohio
 Regular work includes field visits which
  includes six to nine doctor or hospital calls per
  day and report making
   Unconventional but effective way of selling
   Quickly grasped all facets of the job,
    including product characteristics & basic
    selling skills
   Physician found comfortable in working
    with him
   Increased Kramer sells
    Increased in number of Physicians buying
    Kramer Products for office use
 No proper planning and follow up of the of the
  work
 Question logic of some of company’s major
  promotion programs
 Used to develop his own promotion programs
  than in following plans outlined at district
  meetings
 Deciding himself which products to promote
 Tendency to pre-judge customers’ interests
  Less focus on promotion of new products
   Meredith (66’-70’) – Above average
   Bill Couch (71’-74’) – Well above average
   Jim Rathbun (75’) – Satisfactory
   Vince Reed (76’) – Satisfactory
   Tom Wilkens (77’) – Completely
                             unsatisfactory
   Tom Franklins (78’) – Termination
 Continuous changes in supervisor
 Young and less experienced supervisor who
  failed o understand Bob’s style
 Not enough attention is given to understands
  Bob’s effective style and its result
 Too much focus on Bob’s weakness such as in
  area of new product and thus neglecting his
  strength
 Bureaucratic style of management
 Not taking feedback of the clients of the Bob
  which were physician hospital personal etc.
   Company should restore Bob his initial
    position
    Company should also impart formal training
    to improve his record keeping &
    documentation skills
   Company should also give him training to
    increase his level of understanding of
    promoting new products
   Company should properly use his personal
    selling techniques to build relationship with
    important customer

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Cramer phrmaceuticals

  • 1.
  • 2. Bob Marsh worked at Kramer Pharmaceutical for 12 years  Hard working, well established  Bob was fired because of failure to comply with company protocol after various attempts  Afterwards physicians has asked the Kramer officials to bring him back
  • 3.  Bob Marsh was detailer for Kramer Pharmaceuticals  Detailing is a one to one marketing technique used by pharmaceutical companies to educate a physician about a vendor's products in hopes that the physician will prescribe the company’s products more often.  Assigned for 200 physician and hospital accounts in Toledo, Ohio  Regular work includes field visits which includes six to nine doctor or hospital calls per day and report making
  • 4. Unconventional but effective way of selling  Quickly grasped all facets of the job, including product characteristics & basic selling skills  Physician found comfortable in working with him  Increased Kramer sells  Increased in number of Physicians buying Kramer Products for office use
  • 5.  No proper planning and follow up of the of the work  Question logic of some of company’s major promotion programs  Used to develop his own promotion programs than in following plans outlined at district meetings  Deciding himself which products to promote  Tendency to pre-judge customers’ interests Less focus on promotion of new products
  • 6. Meredith (66’-70’) – Above average  Bill Couch (71’-74’) – Well above average  Jim Rathbun (75’) – Satisfactory  Vince Reed (76’) – Satisfactory  Tom Wilkens (77’) – Completely unsatisfactory  Tom Franklins (78’) – Termination
  • 7.  Continuous changes in supervisor  Young and less experienced supervisor who failed o understand Bob’s style  Not enough attention is given to understands Bob’s effective style and its result  Too much focus on Bob’s weakness such as in area of new product and thus neglecting his strength  Bureaucratic style of management  Not taking feedback of the clients of the Bob which were physician hospital personal etc.
  • 8. Company should restore Bob his initial position  Company should also impart formal training to improve his record keeping & documentation skills  Company should also give him training to increase his level of understanding of promoting new products  Company should properly use his personal selling techniques to build relationship with important customer