Module 1: Introduction to Sales & Marketing
Week 1:
Week 3:
Week 5:
Week 6:
Sales metrics and KPIs.
Week 7:
Week 8:
Week 9:
Week 10:
Analytics and data-driven marketing.
Week 11:
Week 12:
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Week 16:
1.Medical Representative Training with Interview Preparations,
A. What is the Job of Medical Representative?
B. Why to Choose Medical Representative as a Profession ?
C. Job Profile of Medical Representative.
D. Current Market Scenario.
A. Anatomy & Physiology of Human Body.
B. Different Diseases and its Aspect .
C.Most Common Diseases and Total Market.
A. Total Market Analysis (Pharma Market).
B. Product Cycle : Doctor->Patient--> Product-->RX---> Medical Representative.
C. Cycle of Products from Manufacturing to Company and Retailer.
MODULE - 4
A. SWOT Analysis.
B. Different Company Approach.
C. Retailer & Stockist Handling
D. BRAND MATRIX.
MODULE - 5
A. Outlook of MR (ATTIRE).
B. Communication Skill.
C. Presentation Skill.
MODULE - 6
A. Interview Screening.
B. Mock Interviews.
C. Situation Handling.
D. Case Presentation.
MODULE -7
A. Re-Cap from First
B.Mock Calls inside the Dr.'s Clinic
C. Retailing of RCPA.
D. Formals to be Maintained.
Sales. Service. Business. Process. When it comes to dealership performance, SS Strategies analyzes everything. Our range of services is designed not only to improve processes, but help foster long-term customer loyalty as well.
SS Strategies has helped many dealer networks increase profits by creating dealership performance standards. We work with your entire team of dealers to develop a body of performance standards customized to your business while also focusing on customer retention and creating brand preference.
We look closely at each area of your operation, including sales processes, customer satisfaction processes, human resource management, service processes, parts and accessories practices, dealership operations, and facilities. We then identify opportunities for improvement. From that analysis, we establish a set of performance standards that can be measured.
Your entire dealership team—led by your dealer principal and managers—works to meet the new standards. Structure, guidance, training resources, and help from a SS Strategies in-dealership consultant foster a spirit of continuous improvement that works its way into the very culture of your dealership network.
Get more from your standards-based performance program
SS Strategies consultants are highly experienced experts in improving dealership operations and in providing detailed advice where it’s needed, and when it’s needed. Other consultants who use the ‘standards’ concept often merely check for pass/fail compliance, but offer no guidance on improvement. Our consultants work with your dealership team to analyze performance challenges, discover root causes, and—based on years of practical experience—install dealer-specific solutions that work.
SS Strategies pioneered the use of performance standards in the recreational vehicle industry and we always keep your ultimate goal in focus—improving sales and profitability. Dealership using our performance standards programs have achieved increases in unit sales and margin, efficiency, employee and customer satisfaction, closing rates, market share, and profit.
Depending on your needs, any number of approaches can enhance the bottom line, including the following:
We’ve helped pioneer and advance standards-based operating systems for the automotive industry. We also offer ongoing support, including onsite coaching, custom training, and other aids to improve performance, boost short-term profitability, and foster long-term business.
To improve your dealerships’ overall processes, initiate actions that permeate dealership operations on a variety of levels, improving communication between departments, aligning the dealership with your goals, and improving knowledge of your products
With countless new product launches under our belts, SS Strategies knows how to help your sales people take full advantage of a once-in-a-lifetime sales opportunity—even if your product is still in the beta or prototype stage when training begins.
Launches are supported with training that encompasses product knowledge, specialized sales skills, and brand-advocacy tactics customized to your new product.
Sales are supported by converting product knowledge into brochures,
user guides, and post-sale literature that breed ongoing excitement and loyalty among customers.
SS Strategies can help your brand create an ongoing dialogue with customers, resulting in repeat purchases. Using your customer data, we blend the right messages with the right media to engage your customers’ interest during their ownership experience, and frequently reinforce messages with targeted coupons and other short-term calls to action. A powerful customer loyalty and brand advocacy strategy includes the following channels:
· Newsletters and e-newsletters
· Magazines
· Welcome kits
· Wall Paintings
· Combing Operations
· Sales Challenges
· Performance Simulator
· Service Workshops
· Webzines
· Brochures
· E-mail campaigns
· Fliers
· Magalogs
· Online communities
· Websites
· Blogs.
Whether attending one of our workshops, or lucky enough to have our in-house training, Sales Managers will be put through their paces to learn the following:
We know from experience that not all salespeople are alike!! We take your team back to the basics, arm them with tools to make them successful, role-play with them, test them, then give them more! We teach them “the art of selling” so they can help the customer to buy, instead of being an order taker. Here is a brief overview of what we train them on:
Advanced Sales Training
Strategic management relies on a proven process comprising five key elements: goal-setting, information analysis, strategy formulation, strategy implementation and evaluation and control. The strategic management process is more than just a set of rules to follow. It is a philosophical approach to business. Upper management must think strategically first, then apply that thought to a process. The strategic management process is best implemented when everyone within the business understands the strategy. The five stages of the process are goal-setting, analysis, strategy formation, strategy implementation and strategy monitoring.
The purpose of goal-setting is to clarify the vision for your business. This stage consists of identifying three key facets: First, define both short- and long-term objectives. Second, identify the process of how to accomplish your objective. Finally, customize the process for your staff, give each person a task with which he can succeed. Keep in mind during this process your goals to be detailed, realistic and match the values of your vision. Typically, the final step in this stage is to write a mission statement that succinctly communicates your goals to both your shareholders and your staff.
Analysis is a key stage because the information gained in this stage will shape the next two stages. In this stage, gather as much information and data relevant to accomplishing your vision. The focus of the analysis should be on understanding the needs of the business as a sustainable entity, its strategic direction and identifying initiatives that will help your business grow. Examine any external or internal issues that can affect your goals and objectives. Make sure to identify both the strengths and weaknesses of your organization as well as any threats and opportunities that may arise along the path.
The first step in forming a strategy is to review the information gleaned from completing the analysis. Determine what resources the business currently has that can help reach the defined goals and objectives. Identify any areas of which the business must seek external resources. The issues facing the company should be prioritized by their importance to your success. Once prioritized, begin formulating the strategy. Because business and economic situations are fluid, it is critical in this stage to develop alternative approaches that target each step of the plan.
Successful strategy implementation is critical to the success of the business venture. This is the action stage of the strategic management process. If the overall strategy does not work with the business' current structure, a new structure should be installed at the beginning of this stage. Everyone within the organization must be made clear of their responsibilities and duties, and how that fits in with the overall goal. Additionally, any resources or funding for the venture must be secured at this point. Once the funding is in place and the employees are ready, execute the plan.
Strategy evaluation and control actions include performance measurements, consistent review of internal and external issues and making corrective actions when necessary. Any successful evaluation of the strategy begins with defining the parameters to be measured. These parameters should mirror the goals set in Stage 1. Determine your progress by measuring the actual results versus the plan. Monitoring internal and external issues will also enable you to react to any substantial change in your business environment. If you determine that the strategy is not moving the company toward its goal, take corrective actions. If those actions are not successful, then repeat the strategic management process. Because internal and external issues are constantly evolving, any data gained in this stage should be retained to help with any future strategies.
Knowledge Management: the skills of the future
Modern professionals face a new kind of technological challenge. With the advent of easy access to masses of data, we experience the phenomenon of information overload; more data and information than we can comfortably handle. No longer are we looking for a specific piece of data, but for the trend, the anomaly, the exception, in amongst all that information. It is no longer enough to gather and present the data, we want knowledge that no-one else has.
As we learn to measure and count more and more aspects of our society and economy, there is a premium on the ability to step back a little and to discern the significant, to understand the subtle interactions, to notice what matters. If we fail to gain the most significant knowledge, someone else will.
We all want to do well and we typically measure our success by the standards set by others. In an examination, we think 98% is excellent but the context is all-important. For a software engineer, it is hopeless - code with an error every fifty lines cannot be shipped. Just one critical error is enough to ruin the product and anything less than 100% is inadequate. So we need to focus our competitive efforts rather more subtly taking account of the context.
Competing with others means that we adopt the same context as everyone else, and when we are successful, we come out ahead of them. But perhaps what would make the biggest difference is a change of context, a different view, a novel view. We don't simply adopt the same context, but apply our own, deriving new knowledge from existing information, changing the nature of the competition itself.
When we compete with others, we can achieve a good result but if we want to achieve excellence, we need also to compete against ourselves. By far the most productive competitive effort is against ourselves, recognising our weaknesses and driving up our own individual standards. That's the motor of self-improvement.
For information age professionals, there are many challenges: moving from information to knowledge is the latest age transition and that means a change of viewpoint. The skills of data handling, collation and analysis are becoming automated. Accessing the data is no longer difficult, whereas translating that information into valuable new knowledge is more important than ever.
The promise of the semantic web, Web 3.0, is that machines will be able to identify significant links between data, to analyse content and relationships, and to gather relevant material in a more useful form. That promise has yet to be fulfilled but modern professionals know it is coming and the skills to use such tools are still embryonic.
A higher level of knowledge management will emerge with professionals able to co-opt the technical tools to deal with uncertainty, ambiguity, inconsistency, and even inaccuracy. Not only will we have access to much more information, but we will also have tools to question the reliability of knowledge, and increasingly to derive new knowledge itself.
The difference between good and excellent will be measured not in terms of the quantity of information or its presentation, but in the skills of managing the subtle levels of uncertainty in the knowledge derived from the use of increasingly intelligent tools.
Supervision is a process to reflect on the mentoring role and how to optimize the benefit for the mentee, the mentor, and the organization. It is highly important for participants to review their practice and relationships to increase the quality of outcomes. Mentors strongly appreciate being reminded of good practice.
We have extensive experience evaluating mentoring programs across both private and public sector organizations. We will work with you to customize a questionnaire that assesses the mentoring program satisfaction and business outcomes. It is best for the evaluations to be completed soon after the mentoring has finished. Evaluation includes all key elements of the mentoring program, including matching, contracting, training, frequency of mentor meetings, the benefits and value of mentoring, challenges, and improvements needed.
Depending on how many mentors and mentees are expected in future years, you may find it cost effective to train internal resources to deliver the mentor and mentee training. This is usually only for implementations of more than 100 to 200 mentor-mentee pairs. Other organizations prefer to have the experience and credibility of an external specialist to provide the training. We are happy to partner with you in whatever way works best for your firm.
Mentoring can be a cost-effective and powerful way to develop leaders and transfer expertise across your organization. SS Strategies helps develop managers and specialists in your organization to provide support and guidance based on their professional experience in your industry and your organization. Our mentoring workshop readies both the mentor and the mentee to engage in a productive mentoring relationship.
Mentoring is a powerful learning alliance between people outside the reporting line. The mentor helps the mentee with the quality of their thinking about their self-development and career management and, in doing so, learns themselves. While the mentor is usually more senior than the mentee, this is not always the case. Peer mentoring and reverse mentoring, in which the more junior person brings experience that the more senior does not have, are increasingly common.
The mentor may take many roles—being a sounding board, helping build networks, and sometimes simply being there to listen. Most mentoring around the world is relatively non-directive and learner centered; however, some forms, particularly in North America, may be more hands on and place more emphasis on the mentor using their authority on behalf of the mentee.
Effective developmental mentoring has remarkable positive effects on employee retention and talent management. The core theme is learning dialogue—this helps individuals, teams, and organizations become more effective through learning conversations.
SS Strategies has world-leading consulting capabilities in the design and implementation of mentoring schemes in global organizations. This can include the full design and deployment of mentoring solutions or specific services such as mentor training or online support materials. Our services include design, launch and communication, training, continuing support, supervision, evaluation, and train-the-trainer sessions.
We will use our experience and intellectual property to work with you to design your mentoring program so that it meets business, mentee, and mentor needs. This will include:
We can provide you with all you need to communicate what is expected from mentors in terms of skills, knowledge, experience, and attributes, in order to facilitate the nomination of mentors. It is important to be very clear about the criteria that will be used to select mentors. We can help with the criteria that you will use for matching. We can also do the matching if you would prefer to outsource this activity.
We have over 20 years of experience delivering best practice training for mentors and mentees. We recommend a one-day mentor workshop for individuals who are new to mentoring and a half-day briefing for all mentees. The workshop will develop the competence and confidence to provide excellent mentoring.
Our workshops are:
Content includes:
Most mentoring relationships are self-managing and do not require any additional support. Experience suggests that, from time to time, there are issues that arise. We recommend you have a local mentoring champion at each major location. The role of this person will be to answer any questions or deal with issues quickly and locally. We can provide guidance on selecting these individuals. In addition, we can establish an online platform to provide extensive background and toolkits for mentors and mentees.
All the research points to coaching as a preferred method of development, with companies increasing their investments. And yet, why is it that so few companies consider whether they are facilitating the strategic shifts they need or seem unable to identify the return on investment?
Are you one of them?
From strategy to results, GP Strategies invites you to consider how adopting a coaching culture throughout your organization can make a significant shift in the way your organization—and the people in it—work together, as well as with your key stakeholders.
We will help you develop an organization-wide coaching culture that can help your company:
But how do you know it’s working for you? How far have you reached? How do you move to the next stage in developing and implementing your coaching strategy? How does coaching support the development of sustained competitive advantage for your division, or for the entire organization?
Each organization will be at a different point in evolving to a coaching culture. Our consultancy support can help you understand where you are now; whether you are using external coaching to best effect; how to develop your leaders and internal coaches to maximize their contribution; and where to invest to raise change agility and business performance.
Through our consultative process, we can help guide your organization to a more cohesive coaching culture with the following tools:
Access hard data on your current coaching culture, and determine where you’re getting value and how best to use the skills you have. From here, we can identify gaps between your current state and desired state, and then provide recommendations to close that gap. This will give you the information you need to identify the return on your investment and where to invest next to get maximum return.
Our transformational coaching approach and coaching supervision expertise can develop and resource your internal coaches to become more impactful and effective. Organizations often find this to be a smart way to increase the number of people receiving coaching at a lower cost. If you don’t currently have an internal coaching capability, we can help you develop one through both training and continuing supervision.
As leaders gain experience as coaches, they need to stretch and develop their ability to really bring about transformation and development of their people. Many years of experience in developing coaches based on Peter Hawkins’ work has allowed us to develop senior leaders as transformational coaches, using the practicum process.
Increasingly, both individuals and organizations recognize the importance of coaching supervision as an essential process to ensure the quality and increase the transformational impact of coaching.
GP Strategies knows that individuals succeed when they are being coached, and it is our goal to support coaching wherever possible. Our support extends into your organization, and we can provide expert coaching supervision for group coaching, mentoring, and consulting to ensure your coaches have the quality, development, and support necessary to deliver impactful coaching.
Having on-site coaches within your own organization can be a cost-effective way to make sure your employees always have access to the support they need. Individuals need to be equipped with specialized skills that allow them to effectively coach. In addition, matching coaches and coachees and tracking their relationships, progress, and outcomes to ensure you are maximizing the value from your investment is key. We can assist in advice of the setup, offer skilled supervision, and provide administrative support to your coaching community.
Make coaching an indelible part of your culture, mission, and strategy to improve performance and build a sustainable competitive advantage.
As the pioneers of coaching supervision, GP Strategies is uniquely equipped to ensure your individual and team coaching quality and capacity continually improve over time. Having expert coaching supervision for your pool of internal and/or external coaches can substantially raise their impact by developing their capabilities, resourcing them, and raising the quality of their coaching. External supervision can also increase the transformational effects of your coaching, as it is invaluable in harvesting organizational learning across the coaching pool on a confidential basis. This can help surface hidden issues, patterns, and leadership development needs that are impacting performance.
Many of our leadership programs focus on creating peer-to-peer coaching skills that help embed the development. This typically involves peers coaching each other on real issues as part of the workshop, then they go on to meet after the workshop and continue the peer-to-peer development. To share experiences and deepen the coaching skills, we provide virtual group coaching sessions. Within these sessions, the group may focus on coaching one person and work through a given coaching model or take turns coaching with observation and feedback from the rest of the group. These are highly effective development sessions that create learning on many levels, as coach, coachee, and observer.
Embedding coaching into your culture can transform your organization. While most organizations develop their coaching in a haphazard way, truly creating a coaching culture requires an integrated approach. In a world of accelerating rates of change, organizations need to be increasingly agile. A highly developed coaching culture can increase responsiveness, as everyday interactions become opportunities to explore questions, increase collaboration, and encourage higher levels of performance.
GP Strategies helps you embed coaching into the strategic foundation of your organization, including your:
SS Strategies has been a thought leader in leadership development, organization development, and coaching for over 25+ years. In rapidly changing markets and flattening structures, and with key people increasingly demanding to be engaged and developed, the capacity to coach others is integral to leadership. It has always been central to our approach in growing the capacity and contribution of leaders. We know that when you release the potential of others to collaborate and find a solution, great things happen. People feel heard, new ideas and innovative approaches are uncovered, and ownership and accountability increase. Our Leader as Coach programs are designed to provide leaders with the opportunity to learn coaching concepts, and to practice and experience coaching so that it becomes a more natural part of their leadership approach.
A coaching culture can create an environment where individuals feel trusted and empowered. Productive coaching cultures emerge when leaders strive every day to turn ordinary interactions into generative, developmental opportunities. When coaching becomes part of the fabric of interactions in the organization, higher levels of performance, satisfaction, and innovation could be achieved.
Coaching is not something leaders do in addition to their job. Good leaders incorporate coaching directly into the way they lead. SS Strategies designs custom coaching programs that match the precise needs and priorities of your business, build on any previous coaching investments, and accommodate existing coaching models that have currency in your business.
We have successfully developed leaders as coaches globally, from performance and development coaching to transformational coaching. Our approach is flexible, and we can develop and adapt programs to grow capabilities in virtual coaching, coaching for change, and coaching through challenging situations. Because leaders face a range of coaching opportunities, we tailor our approach to the culture and priorities in your organization.
We also offer various standard approaches to coaching development:
Helping Others Succeed is a comprehensive, process-based coaching experience for organizations that are beginning to explore the power of coaching.
Everyday Coaching Conversations
is a faster-paced approach for organizations that are looking to use coaching in a more flexible way.
Transformational Coaching
is for experienced leaders and coaches to stretch their development as a coach.
Career Coaching has strong benefits such as engaged employees, reduced turnover, and a better understanding of individual strengths. We offer a distinct Career Coaching workshop that gives leaders the competence and confidence to engage in career-building conversations.
A flexible leadership coaching training process that incorporates exclusive feedback, analysis, planning and dialogue tools. Helping Others Succeed equips leaders at all levels to actively engage employees in individualized, high-performance, engagement and career coaching.
The workshop experience is modular; participants begin with two foundational experiences. The first includes a coaching assessment that is part of the pre-work experience. It allows individuals to get a baseline assessment for their coaching skills and to begin to prepare for engaging in the coaching process. The second module introduces the CLEAR model, developed by Professor Peter Hawkins, as a framework for a structured coaching interaction. Several follow-on modules with specific areas of focus include Impromptu Coaching, Coaching Through Difficult Situations, Performance Coaching, and Virtual Coaching.
Leaders leave the leadership coaching training workshop with an understanding of the importance of helping others and a concrete plan for conducting Coaching Partnership Discussions with specific direct reports. The organization benefits from:
The creation of a coaching culture can transform the way people work, learn, develop, and perform, thereby improving engagement, retention, and competitive advantage. Research shows that when people are coached on a regular basis, their level of engagement increases, creating a positive impact on performance.
SS Strategies can partner with you to determine the best and most effective ways to create a coaching culture in which productivity, innovation, growth, and sustainable change can be achieved.
Our approach addresses the needs of executives, managers, and teams as well as develops in-house coaches and mentors, through:
· Executive Coaching
· Leader as Coach Programs
· Coaching Supervision
· Developing a Coaching Culture
· Mentoring
Inspire. Mentor. Supervise. Manage. Cultivate. Perform. Deliver business results. From top executives to front-line managers, leaders need many skills.
We understand the need for leaders at all levels to inspire commitment, achieve business results, and generate transformational change. Executive coaching provides insight into interpersonal communication, increasing a leader’s capacity to better lead high-performing teams, influence others across the business, and engage external stakeholders. We provide one-on-one executive coaching and team coaching to some of the largest organizations across six continents, and our faculty includes some of the world’s leading and most experienced coaches.
Each coaching engagement is unique, and we tailor our approach to meet the needs of each individual within a best practice framework. This is grounded in our unique coaching research, process, and approach, proven to deliver tangible outcomes. The process includes matching the coach with the coachee, determining measurable outcomes for the business and the individual, gathering information, creating and implementing a developmental strategy, holding transformational coaching sessions, reviewing business results, and closing with clarity about forward development. Generally, coaching happens face to face, but there is also the option for virtual coaching sessions.
Our extensive global network enables us to draw from a diverse cadre of coaches with experience across industries and business contexts. Our coaches bring experience and expertise as senior executives and organizational development, human resources, and talent management professionals. All are qualified and experienced. All are supervised by an accredited coach supervisor. And many have credentials in a wide range of leadership assessments and psychometric tools.
Our Executive Coaching Service (ECS) offers globally consistent, high-impact, supervised coaching to your key leaders. With SS Strategies, you can outsource the management of your coaching without losing the direction—we partner with you to align the coaching with your business strategy. Key benefits include:
We can also offer:
Executive coaching delivers many organizational benefits, including:
Everyone knows there are top, average, and lower end reps. At the same time, most businesses want to close the gap and get more sales out of the same resources. However, most mistakenly think the solution lies in simply hiring more top reps.
At SS Strategies, we believe that with Sales Enablement strategies that get the whole organization aligned and working together, and sales force excellence methodologies that focus on what really matters and will shift the curve to get more out of your existing sales reps, your workforce can deliver dramatically better results than you are currently achieving; methodologies designed to help sales leaders tackle critical components of sales enablement and organizational change. These include:
A bad system will beat a good person every time
- W. Edwards Deming
Overcoming the barriers to relevant sales conversations requires a strategic approach that
supports salespeople with the right content, skills, and tools they need to appeal to the right
buyers. As a learning leader, you can help:
• Implement a forward-looking human capital strategy. Clarify future-state
requirements by using sales conversations as the design point. Start by analyzing
where the organization is going and helping leaders understand the roles of people in
getting there.
• Create a set of standards for each key role. Once roles are clarified, help leaders
create the “spec” for each role. Use input from the field and reach out to buyers to
determine what they need from salespeople.
• On-board new people that meet defined criteria. Once roles are defined, build a
solid on-boarding program to help customer-facing, revenue-generating employees
understand the problems your company can solve for buyers. Help them achieve
desired proficiency and put them on the path to achieving your defined future state.
• Develop current employees to achieve those standards. Explore the gap
between the current state and future state in each of your customer-facing
employees. Identify the behavior shifts that need to happen in these roles, and work
with your peers to align the content, skills, and tools necessary to change that
behavior.
• Create and manage a reinforcement strategy. Work with front-line managers to
anchor new behaviors and move employees toward the future state.
With a strategic and dynamic sales enablement solution in place, your customer-facing,
revenue-generating employees will have the agility and tools they need—and your
organization will have the sales teams it needs—to remain competitive.
Today’s consumers are re-defining value and changing the way an organization’s strategic sales solutions & processes work. This shift is a game-changer for everyone in the organization. Modern trends require an approach that augments sales skills with visionary strategies, tight methodologies, compelling incentives, powerful support materials and the irresistible force of unshakable brand enthusiasm.
Are your key players ready for their new roles?
The equation is simple: With the cost of acquiring new customers far exceeding the cost of retaining current ones, your built-in base for future sales is already in house.
It has therefore become more important than ever before to find customer experience solutions to maintain and reinforce customer loyalty. SS Strategies has the expertise to make this a reality:
Capable and equipped partnerships can mean the difference between success and failure. The difference lies in getting all your channels effectively selling before, during, and after the actual sale.
At SS Strategies, we can make your sales channels, including installation and support, more effective through our full range of dealer development process services:
Sales Department – SS Strategies-designed training to help your sales consultants improve their skills, increase sales, and boost customer satisfaction
Service Technical and Non-Technical – Specialized non-technical training (e.g. warranty, product specification and positioning training) and technical (e.g. product configuration, repair, troubleshoot) to help service consultants, managers, and technicians be more effective in their interactions with customers
Business Operations – SS Strategies comprehensive solutions cover the areas of management, profitability, expertise, systems, customer satisfaction, and customer relationship management. Specialized training gives your business office an understanding of your operating system and reports, and the skills to apply that knowledge to business improvements
Product Launch/Training – Optimize your product launch with SS Strategies’ cascading approach to implementation that maximizes worker effectiveness and improves employee performance in technologically complex work environments. Get the most out of your product launch by timing and customizing messages to the appropriate wholesale, retail, and consumer audiences