การวิเคราะห์การดำเนินงานด้านงานขายของหัวหน้างานขายและผู้แทนยา บริษัท มิลลิเมด จำกัด

Abstract

The study entitled “Sales Operations Analysis of Supervisors and Medical Representatives in Millimed Company Limited” aimed to explore the management process and the successful sales operations conducted by managers and sales supervisors of the Millimed Company Limited as well as to observe sales operations of its medical sales representatives. The study was done on the bases of management and 7 steps of selling process concepts. Data were gathered through the semi-structure interview, carried out with the total of 41 employees of the Millimed Co. Ltd., who involved in sales operations, as research population. It included 21 samples being selected from two groups of employees: a group of sales supervisors, consisting of 1 sales manager in Bangkok, 1 local sales manager, 1 sales supervisor in Bangkok and 4 local sales supervisors; and a group of 14 non-pharmacist medical sales representatives, consisting of 3 sales representatives in Bangkok with the last year’s top-three selling points and 11 local sales representatives, whom the researcher selected one out of two who earned the better selling points in the last year, from all 11 company’s nationwide branch territories. All interviewees were nonpharmacists; but full of experiences and potentials in selling medical products to hospitals and clinics. The qualitative analysis was, then, applied to analyze all data obtained. The findings presented that in an extent of planning for organization mission-goal-and-work plan, those who were in the level of manager or higher paid more concern on organization goal factor than other factors; while the sales representatives paid concern on factors of important and urgent tasks, current situation, and government policy.For the sales representatives, the organization goal did not mean to their work plan setting for the organization achievement as defined by the executives. In an extent of organization management, it was found various designs of operation model. For the design of sales operations, both supervisor and sales representative groups agreed that to have effective sale operations, the design of sales operation model on the basis of the job specialization required the staff with a certain sales professional skills. Job positioning should be specifically and clearly defined for a certain sales representative. The findings revealed that the company was formed with hybrid structure: mixing between businesses and marketing structures; and its branches were divided on the basis of geographical location.Scope of works were defined to enable the staff to serve customers thoroughly; and the short chain of command, which allowed the staff to use their own critical criteria, benefited to the swift data communication. In addition, the company decentralized its authority to local staff to shorten times consumed in operating daily routine tasks. In an extent of coordination, each staff was supposed to take an action as coordinator for a task under his/her own responsibility. In an extent of leading, the supervisors of Millimed Co., Ltd. played a key role in motivating the medical sales representatives to see the clear picture of return on sales in order to encourage them to work at full capacities. These supervisors supervised their team with democratic style: participating with the team when making a decision, letting the medical sales representatives to determine sales operations by themselves, updating organization’s goals, as the operation’s pathway, with the team, and using feedback to create an opportunity to the company employees. Regarding the perspective of the medical sales representatives towards the leadership of their sales supervisors, the findings presented that those medical sales representatives also viewed their supervisors as democratic leaders because both of them – the supervisor and the sales representatives were involved in decision making process; and the sales representatives could determine sales operations by their own. In an extent of controlling, the supervisors kept the sales representatives under their controls by following methods: 1) determining area and things to be controlled, which here referred to two things: selling point and sales operation of the sales representatives; 2) setting standards of sales qualities/goals and enabling them to achieve the standards and goals by providing trainings in preparing them for the real operations; 3) evaluating their performances by using KPI; 4) comparing real achievement to the goals, using selling point in comparison with the monthly goals along with the concentration on the sales growth’s ratio of each sales representative; and 5) improving sales performance by checking information presented in the daily sales report and finding proper improvement on sales performance immediately. Regarding the study on 7 steps of selling process, the findings showed that thee successful sales operations of the Millimed Co., Ltd. came from following steps: 1) prospecting customers with the most update data as acquired by oneself; 2) preparing oneself to have explicit meeting objectives before meeting up with customers; 3) giving a first priority to customer’s convenience when approaching them; 4) giving appropriate product presentation to a certain situation and chance; 5) providing the most accurate answers to handle with objections and queries in order to build the trust in product among the customers; 6) bearing in mind that sales closing did not only mean to end the sales; but also the achievement on meeting objective; and 7) taking the follow-up step as the postsales service, requiring the sales representatives to set new objectives for the next meeting, which shall lead them to be able to increase and achieve the selling points according to the company’s mission.