2. OBJECTIVES
 Job Description
 Supervisor Duties
 Medical Reps Duties
 Field Visits Types and their Values
 Controlling and Evaluation

3. Medical Reps Job Description
 MAJOR RESPONSIBILITY:
 Increase the sales and market share of company
products
 Standard, Attain 100% sales
 Through :
1. Effective planning
2. Detailing
3. Selling activities

4. Medical Reps Job Description
 DUTIES AND RESPONSIBILITIES:
1. TECHNICAL:
a) Medical knowledge, physiology, pharmacology, diseases and
therapy
b) Thorough knowledge of company products, mechanism of
action, indications, dosing, contraindications, side effects,
packaging and prices
c) understands competitor's products and can clearly
differentiate our advantages based on the doctor needs and
motives

5. Medical Reps Job Description
 DUTIES AND RESPONSIBILITIES:
2. PROMOTIONA AND SELLING:
I. Directly responsible for the promotion and selling activities
using organized selling method to create demand for
company products
II. Directing the maximum efforts in the proper
implementation of professional selling by:
a) Pre-call planning to include reviewing notes, identifying the
doctors’ behavior, recognizing the competition and using
appropriate resources
b) Using the L.A.S.R. method (Listen, Ask questions, Size-up
and respond) to deal with objections

6. Medical Reps Job Description
 DUTIES AND RESPONSIBILITIES:
2. PROMOTIONA AND SELLING:
III. Balancing interpersonal relationship building and the
ability to gain commitment and recommendation of
company products
IV. Running prescription survey during pharmacy call
V. Must completely cooperate in all programs and activities of
the company:
a) Conferences
b) A.V. actions
c) Campaigns

7. Medical Reps Job Description
 DUTIES AND RESPONSIBILITIES:
3. BUSINESS MANAGEMENT & ADMINISTRATION:
I. Using effective territory management skills to include a
route call list, that maximize company contact with high
monthly call ratio
II. Conducting regular and proper coordination with
distributors to ensure availability in all outlets and maintain
rational stock level in the branches
III. Preparing itinerary for one cycle and discussing with
supervisor about 7 days before the beginning of a detailing
cycle

8. Medical Reps Job Description
 DUTIES AND RESPONSIBILITIES:
3. BUSINESS MANAGEMENT & ADMINISTRATION:
IV. Preparing daily report and weekly activity report that must
include competitor’s activities
V. Keeping up-to-date territory and account records to be able
to identify account business potential and current
prescription patterns
VI. Keeping all work timetables, including attending meeting,
doctor visits and submitting tasks

9. SUPERVISOR Job Description
 MAJOR RESPONSIBILITY:
 Increase the sales and market share of company
products
 Standard, Attain 100% sales objectives
 Through :
1. Effective leadership
2. Managing professional MSR
3. Effective planning
4. Detailing
5. Selling activities

10. SUPERVISOR Job Description
 ANALYSIS AND PLANNING:
 Analysis and planning sales objectives
 Establishing marketing plan and promotional cycle plan
 Enhancing the sale plan for each district in his territory
taking into account customer needs, potential and MSR
effectiveness
 Using monitoring systems to ensure compliance with
the sales plan based on unit and value objectives for
products
 Assisting MSR in setting realistic goals & methods of
achievement

11. SUPERVISOR Job Description
 FIELD ACTIVITY & MANPOWER DEVELOPMENT:
 Preparing and setting developmental plan objectives
 Reviewing and analyzing MSR itinerary, daily call plan,
territory sales updates, trade analysis and market share.
To ensure that the MSR is familiar with the business
opportunity on assigned territory
 Reviewing and observing MSR promotional activity
based on the marketing plan and promotional cycle plan
 Diagnosing MSR’s areas of improvement after series of
observations

12. SUPERVISOR Job Description
 FIELD ACTIVITY & MANPOWER DEVELOPMENT:
 Setting a developmental plans based on program agreed
both by the MSR and Supervisor
 Obtaining through the sales force and field visits
competitive market data
 Developing and maintaining business relationship with
key customers
 Ensuring the authorized distributors represent the
company effectively

13. SUPERVISOR Job Description
 REPORTING:
 Providing company management with appropriate
information needed to make decision relating to sales
and marketing
 Providing field visit report and MSR developmental
program updates
 Providing business and competitive conditions
 Ensuring all records are accurate and current on both
doctors and personnel

14. SUPERVISOR Job Description
 EXPENSES CONTROL:
 Working with MSR to monitor and control their
budgetary compliance
 Travelling expenses
 Bills
 Services
 Outlets accounts
 Matching the AM with their sales achievement and sales
growth

15. SUPERVISOR Job Description
 SELF-DEVELOPMENT:
 Be familiar with company policy and procedures and
incorporate them into daily work routine
 Consistently strive for improvement in general product
and market knowledge
 Complete at least one self-study skills improvement
program per year
 Have a written and personal goals and work towards
achieving them

16. SUPERVISOR Job Description
 MAJOR REQUIREMENTS:
 Must be company oriented
 Must be good listener and willing to be a team player
 Good organizational and leadership skills required
 Must able to execute timely and accurate paperwork
necessary for the job
 Must have excellent time management skills
 Must believe on change

18. FIELD VISITS
 THE AIM OF F.V.:
1. Size-up sales
2. Feedback
3. Keeping objections and complaints at minimal level
4. Defining areas of improvement
5. Training and developing personnel
6. Monitoring sales work process
7. Keeping people on the track
8. Catching opportunities

19. FIELD VISITS
 THE TYPES OF F.V.:
1. COACHING VISIT
2. EVALUATING VISIT
3. SUPPORTING VISIT
4. PUSH VISIT
5. CHECK VISIT
6. SPECIFIC TASK VISIT

20. FIELD VISITS
 COACHING VISITS:
 Aim:
 Enhancing MSR skills and organizing selling methods
 Contribution:
 Both MSR with Supervisor
 Technique:
 Do As I Do technique
 Demands:
 High awareness of selling and objections handling skills
 Thorough knowledge of products and competitors

21. FIELD VISITS
 EVALUATING VISITS:
 Aim:
 To define areas of improvement to act
 Contribution:
 Both MSR and Supervisor
 Technique:
 Observation and analysis technique
 Demands:
 Good listening
 High analyzing and interpretation skills

22. FIELD VISITS
 SUPPORTING VISITS:
 Aim:
 Size-up sales and building trust with MSR and improve MSR
self-confidence
 Contribution:
 Both MSR and Supervisor
 Technique:
 Two way communication and interaction technique
 Demands:
 Excellent Communications skills
 Good Interactive detailing skill

23. FIELD VISITS
 PUSH VISITS:
 Aim:
 Increasing sales and market share
 Catching new opportunities
 Building up and maintain Key accounts
 Contribution:
 Supervisors
 Technique:
 Interpersonal / commitment and recommendation technique
 Demands:
 High performed selling and detailing skills

24. FIELD VISITS
 CHECK VISITS:
 Aim:
 Ensuring sales process on track and MSR perform their
defined tasks matching with company requirement
 Contribution:
 Supervisor
 Technique:
 Job accomplished observation technique
 Demands:
 High ability of smart discovering and collecting information

25. FIELD VISITS
 SPESIFIC TASKS VSISTS:
 Aim:
 Sales and market feedback
 Solving problems
 Contribution:
 Supervisor with or without MSR
 Technique:
 L.A.S.R. technique (Listen, Ask questions, Size-up and
Respond)
 Demands:
 Problem solving, negotiation and decision making skills

27. CONTROLLING
 Aim:
 Ensuring that plans are being implemented properly
 Process:
 Establishing performance standards
 Created when objectives are set during the planning process
 Measuring actual performance
 Supervisors collect data to measure actual performance to determine
variation from standard
 Comparing Measured Performance Against Established
Standards
 the acceptable variance - has to be established, Deviations or
differences that exceed this range would alert the supervisor to a
problem

28. CONTROLLING
 Resources:
 Reporting system
 Written reports
 Day by day call
 Sales figure
 Take Corrective Action:
 The supervisor must find the cause of deviation from
standard
 If the source of variation in work performance is from a
deficit in activity, then a supervisor can take immediate
corrective action and get performance back on track

29. EVALUATION
 Evaluating individual work
performance is a form of control
because it ties performance feedback
to rewards and corrective actions
 MSR evaluation is an on-going
process
 Assessment of job performance is
shared with employees being
appraised through one of several
primary methods of performance
appraisals