Vaishnavi khandelwal

PGMB1951

SUBMISSION FOR SESSION 17

Annual Marketing Plan:

• Sales Targets
• Specific products to be actively promoted
• Sampling Plan for products
• Mailing plan for products
• Product wise sales targets
• Duration of time in each of the selected products would be on active promotion
• No. of calls during each of the six cycles of two months
• Marketing resources required to achieve the overall objectives of sales and
profitability
Annual Planning Process of NPL:
• Preparation of marketing plan at HO
1. Selection of products for active promotion- Potential demand of the category,
possible life span, estimated contribution of 2 cycles, new selected products 4-5
cycles
2. Sampling plan- 70% samples for active promotion products, Average 2 and
Max 5 samples per visit, Potential demand, no. of doctors to whom the product
was to be promoted
3. Mailing plan- 12 mailings each year, each having literature on 4 products
4. Sales target for each territory- HO suggested sales targets for zones and
branches by product categories, in terms of Rupees and standard pack sizes
• Preparation of marketing plan at HO
• Holding a BFSC for tentative targets
• Consolidation of branch plans at Divisional Office
• Preparation of a final marketing plan at the HO for each branch
• Working out detailed marketing plan at each branch
 • Prospect Product Planning conference at the branch

PPPC (Prospect- Product Planning Conference)-

• It was a 2-days meeting held at the Branch headquarters
• Purpose was as follows:
1) Workout a detailed marketing plan for the branch
2) Review current product cards and prospect planning cards
3) Add new prospects and find out why they are not prescribing particular
products of the company
4) Make strategy in terms of special attention needed for new prospects
5) Formulation of strategy for 20-40 prospects which contribute 60% of rupee
sales
1. Was the company setting good enough sales targets through such process or
was there room for improvement?
As given for the situation NPL salespersons (MR) had the option to meet their
business target yet the organization deals volume isn't developing as industry deals
and there was a space to improve so they can coordinate and reach with the industry
sale growth.
2.Was the planning process motivating/demanding of the MRs and FSOs to
consider most important factors like effect of changes in (i) call frequency and
sampling programme, (ii) non-call time spent by the MRs, and (iii) planning of
call time by MRs?
The planning process was highly demanding and motivating for the MRs and FSOs as
they have to visit all categories doctors (A, B and C type of doctors) annually to
consider effect on (i) call frequency and sampling programme, (ii) non-call time spent
by the MRs, and (iii) planning of call time by MRs. The A class doctors included
those practitioners (general practitioners, consultants, and specialists) who had
substantial practice or were trend setters or were attached with medical colleges or
hospitals. The C category included old doctors with declining practice, non-clinical
doctors in hospitals, and doctors involved in administration of hospitals or other
institutions. B category was those in between A and C categories.
3.Was the annual planning, which essentially was sales and expenditure planning
on an overall basis, able to provide good profits to the company?
This sales and expenditure plan was unable to give incredible advantages to the
company as overall industry was declining.