Application of Management Functions and

Managerial Skills in managing the

‘Orthopedic and Rehabilitation Support Business’ at
CIC Holdings PLC.
1 TABLE OF CONTENTS
1 Table of Contents.....................................................................................................................0

2 Acknowledgement....................................................................................................................3

3 Abstract....................................................................................................................................4

4 Introduction..............................................................................................................................5

4.1 Management functions......................................................................................................5

4.2 Management Skills............................................................................................................5

4.3 CIC Holdings PLC, CIC healthcare division and OPPO™ Medical................................6

5 Method......................................................................................................................................8

6 Results and Discussion.............................................................................................................9

6.1 Planning............................................................................................................................9

6.1.1 Identifying the market opportunity............................................................................9

6.1.2 Prosport™ business...................................................................................................9

6.1.3 Establishing a marketing strategy............................................................................10

6.1.4 Identifying problems in Prosport™ business...........................................................10

6.1.5 Launching OPPO™ Medical in Sri Lanka..............................................................11

6.1.6 Marketing OPPO™ Medical and discontinuation of Prosport™............................12

6.2 Organizing.......................................................................................................................12

6.2.1 Organizing of the sales and marketing team............................................................12

6.2.2 Structuring of other resources..................................................................................13

6.3 Leading............................................................................................................................14

6.4 Controlling......................................................................................................................15

6.4.1 E-mails.....................................................................................................................15

6.4.2 Tracking system.......................................................................................................15

6.4.3 Real-time updates through WhatsApp.....................................................................15

6.5 Managerial skills.............................................................................................................15

1
7 Discussion..............................................................................................................................17

8 Conclusion.............................................................................................................................20

2
2 ACKNOWLEDGEMENT
I would like to give my special thanks to Mr. Hasitha Ahangama, Divisional director of
the CIC Healthcare division for giving his permission to do this research on OPPO™
Medical sector. And also, a special thanks to the resource person who is one of the senior
managers for OPPO™ in CIC Holdings PLC and chose to remain anonymous despite of
his immense support and guidance given in order to make this project a success.

3
3 ABSTRACT
CIC Holdings PLC is one of the leading business conglomerates operating in Sri Lanka.
CIC Healthcare cluster is one of the largest business ventures of the CIC conglomerate.
Orthopedic and rehabilitation support business, mainly marketing OPPO™ Medical
products is the highest revenue earning business in the CIC Healthcare division. This
paper intends to investigate how two of the management theories: Management functions
and Management skills are being practiced within the OPPO™ Medical sector of CIC
Holdings PLC.

4
4 INTRODUCTION

4.1 MANAGEMENT FUNCTIONS

“Management Functions” is a concept brought up in the early twentieth century by a
French Businessman, Henry Fayol. Fayol, studying managers at work, initially proposed
that - regardless of their industry - what managers do can be classified into five
functions: Planning, organizing, commanding, coordinating and controlling. However, in
recent times, commanding and coordinating constantly being grouped together into the
single function: leading. And thus, popular term “Four Management Functions” being
used to recognize Planning, Organizing, Leading and Controlling as functions universal
to all managers regardless of where they work.

Planning is the managerial function which involve setting goals, establishing strategies to
achieve determined goals and developing plans in order to integrate and coordinate
activities. In more generalized terms, under “Planning”, a manager defines the purpose of
the organization and the means of achieving it. Structuring and arranging employee
activities and other resources of an organization to accomplish organizational goals
comes directly under the function, Organizing. Under this function, a manager
determines the tasks to be done in order to achieve the organizations goals, how tasks
should be grouped, who is to do the tasks and how they should be done, the reporting
hierarchy of the organization etc. Managers should work through and with people to
achieve organizational goals. When a manager motivates his employees, resolving work-
floor conflicts, influence individuals and teams etc. he can be recognized as to perform
the management function: Leading. Management function which involve monitoring,
evaluating and correcting work activities comes under the Controlling function. In
simple terms, when a manager compares actual work performance against the set goals
and take corrective actions when actual performance deviate from expected performance,
he is recognized as performing the “Controlling” function.

4.2 MANAGEMENT SKILLS

Robert L. Katz, a management researcher, came up with the concept of “Management
Skills”. According to Katz, all managers need three critical skills: Technical skills,
Human skills and Conceptual skills.

5
Technical skills are job-specific knowledge and techniques needed in order to
proficiently perform work activities. As they engage with the workforce of the
organization who handle tools and techniques to produce products or provide service to
customers, frontline managers need more technical skills than any other management
levels. The ability to work with individuals and groups of people is recognized as
interpersonal/human skill. Regardless whether a manager is frontline, middle level or top
level, he or she requires to work with and through people and in order to succeed in that,
require human skills. Skill which are required by an organization’s top-level managers
above all other management skills are Conceptual skills. Top level managers need to
understand relationships between different subunits of the organization and how the
organization fits into its broad environment. When a manager analyzes abstract and
complex situations and conceptualize them in order to understand the big picture
situation of the organization, he or she is recognized to use conceptual skills.

4.3 CIC HOLDINGS PLC, CIC HEALTHCARE DIVISION AND OPPO™

MEDICAL
Chemical Industries Colombo (CIC) Holdings PLC is one of the largest business
conglomerates operating in Sri Lanka and one of the oldest companies to be listed in the
Sri Lankan stock market. Established as a part of Imperial Chemical Industries – UK and
incorporated in 1964 as supplier of high-end chemical products to the Sri Lankan market,
CIC Holdings PLC initially earned its reputation in the fertilizer industry. Today, as a
diversified holding company backed by strong business ethics, CIC Holdings PLC has
become a household name in many business areas including agribusiness, chemicals,
healthcare etc. Embracing their vision to “be the most respected and admired corporate
for the positive impact made on society by nurturing the lives of those they touch”, CIC
Holdings PLC promises to continue there business in a structured, pragmatic and
empathetic manner while continuing to build a mutually rewarding and lasting
relationship with both their customers and their principals by being attuned to their
needs. As one of the leading conglomerates in the country, CIC Holdings PLC, as a
group has increased revenue from Rs. 15 billion to Rs. 35 Billion within last decade. The
chart below depicts the group revenue growth of CIC within last 10 years together with
expected numbers for the year 2019 (CIC internal data).

6
 Operating Performance , Rs. Bn
45.00 4.00

40.00 3.50

35.00
3.00

30.00
2.50
25.00
2.00
20.00
1.50
15.00

1.00
10.00

5.00 0.50

- -
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Group Turnover Result from Opertaing Activities*

Figure 1Growth of Group Revenue - (Source - CIC internal data)

Healthcare division is one of the strongest business ventures in the CIC conglomerate.
This division is divided into three sectors: Pharmaceutical, Diagnostics and Life
sciences. While Life Sciences remain as the pharmaceutical manufacturing arm of the
healthcare division, both Diagnostics and Pharmaceutical subdivisions work with
renowned international brands such as Abbot® nutraceuticals, OPPO™ Medical, Baxter
Bio, Jonson & Jonson and Vitros® etc. Most of the brands marketed by the Healthcare
division are US or UK based international brands. Following table depicts main brands
marketed by the healthcare division by 2019.

Health care division 2019

Medical Device businesses Pharmaceuticals Businesses

Diagnostics - OCD J & J Advance Chemical Industries
Synthes - Swiss Abbott Product Operations
OPPO USA Tablet India Limited
S&N – WCM USA Abbott Nutraceuticals
J&J Baxter bio

7
 S&N Life sciences
Dynek -Aus Pharmevo - Pakistan
Rudolf CCL - Pakistan
AO-UK Vexxa - Pakistan
Convatec - USA Abbott India
Otto Bock -USA PFDC
Molnlycke - Sweden  Platinum Pharmaceuticals
TOGU -Germany  Oil of Derma

Figure 2 International Brands marketed by Healthcare division of CIC Holdings PLC by 2019 - (Source - CIC
internal data)

OPPO™ is a brand of orthopedic and rehabilitation support. Established in Seattle,

Washington in 1997, OPPO™ Medical has earned reputation globally as one of the best
brands which provide innovative solutions for those under orthopedic care and in need
for rehabilitation support. CIC Holdings PLC began working with OPPO™ in 2007 and
by 2018 it has earned a market share well above 70% under CIC marketing. Launch of
OPPO™ in Sri Lanka was a strategic decision made by CIC management in response to
reducing popularity of their previous brand of orthopedic and rehabilitation care:
Prosport™.

5 METHOD
Resource person for this paper is one of the top managers of the OPPO™ Medical sector
of the CIC Healthcare division. He is highly qualified and experienced manager. His
personal request was to remain anonymous and therefore his name or credentials will not
be mentioned in this paper. The resource person was operating under tight schedule and
was a busy person with high responsibilities. Hence, data collection for this paper was
done through a series of smaller unstructured interviews and data sheets he provided
which contained information on how the OPPO™ Medical operated.

8
6 RESULTS AND DISCUSSION

6.1 PLANNING

6.1.1 Identifying the market opportunity

Before the year 2000, orthopedic and rehabilitation support was almost an unheard term
in Sri Lanka. However, Sri Lanka as a country with a long history in traditional
Ayurvedic medicine, had many old systems of treating physical injuries, body fractures
and related pain. And many accompanying methods of providing functional support to
such injuries were in practice among traditional Ayurvedic doctors. Patients also trusted
ayurvedic treatment in orthopedic conditions rather than turning into western medicine.
When these old systems came to mix with western systems, old methods of using straps
and ropes to provide orthopedic support turned into using crepe bandages. Crape
bandages were used on many body parts like Knee, Ankle, Elbow, writ, Thigh, and shin.

The next development of the bandages was tubular bandages. A tubular bandage
provided a similar support to the body as did by a conventional crepe bandage. Yet a
tubular bandage was more convenient and easier to apply than a crepe bandage and gave
manufacturers more freedom to innovate in order to deliver a better support. By the early
2000, tubular bandages were rapidly replacing crepe bandages in the orthopedic and
rehabilitation support sector internationally. Yet Sri Lanka did not have any supplier for
the same by that time. CIC management identified this as an opportunity and planned to
introduce a high-quality brand of orthopedic support to Sri Lanka.

6.1.2 Prosport™ business

In order to exploit the identified market, CIC Healthcare management decided to be the
first to import and distribute orthopedic and rehabilitation support products in Sri Lanka
taking a significant risk the same time. After considering many international brands, and
after many negotiations, CIC Healthcare management signed a business agreement with
SSL international - British manufacturer of world leading healthcare products lines such
as Durex, Scholl, Sauber and Mister Baby. Scholl™, Prosport™ marked the Orthopedic
support product line of SSL international. As a result of the business agreement with SSL
international, CIC Holdings PLC started marketing Prosport™ and Scholl™ products in

9
Sri Lanka in the year 2000. Initiated by only marketing the generic Prosport™ functional
support products, the business soon expanded into advanced, high quality product ranges
such as Prosport™ Supatherm and Prosport™ Max. Orthopedic and rehabilitation
support market was literally a “Blue Ocean” at that time and soon the plan of exploiting
this market appeared to be fruitful as CIC was able to enjoy the monopoly in this sector
for nearly five years. At the peak of the Prosport™ business, marked during 2003-2004
(CIC internal data), CIC Holdings PLC was marketing over 60 Prosport™ products in
Sri Lanka.

6.1.3 Establishing a marketing strategy

Selected marketing strategy for orthopedic and rehabilitation support products was much
similar to that of pharmaceuticals. Orthopedic surgeons and other doctors who prescribe
orthopedic support were approached using a highly trained promotional team (medical
representatives) and products were introduced to them in order to convince them to
recommend Prosport™ to their patients. However, unlike prescription pharmaceuticals,
orthopedic support products were used by many groups other than orthopedic patients. In
order make the product available to such groups, a sales team separately marketed these
products to general trade centers such as pharmacies and modern trade centers such as
super markets to make sure these products were available Over-The-Counter (OTC).

6.1.4 Identifying problems in Prosport™ business

When CIC Holdings PLC first introduced Prosport™ to Sri Lanka, there were no any
direct competition. By that time, Prosport™ was also the market leader in orthopedic
support sector. Apart from orthopedic patients, many international sports players were
using this brand. In Sri Lanka, use of crepe bandages for orthopedic support gradually
converted into the use of tubular bandages with CIC’s marketing. However, with CIC
Holdings PLC enjoying the monopoly in this market, several competitors began to
emerge.

Competitor healthcare companies observing the growing market for Orthopedic and
rehabilitation support, introduced several Indian brands to the market. Opportunity for
this emerged through the high prices of Prosport™ products. As Prosport™ was a high-
quality product and was of British make, CIC Holdings PLC could not reduce their
marketing prices. Yet Indian products were cheaper and through this price gap,
competitors emerged. Though this appeared to be a threat, CIC Healthcare management

10
decided not to react to this scenario immediately. Consultant Orthopedic Surgeons and
customer base for Prosport™ in Sri Lanka were all satisfied with can were used to the
high quality of this brand. And considering the low quality of competing Indian brands,
CIC Healthcare management planned to continue their business without reducing prices
to reduce price gap. Though initial drop of sales was observed, over time customers
began to realize the difference of quality between Prosport™ and competitive Indian
products and consequently sales began to recover.

Though Prosport™ was international market leader at that time, CIC healthcare
management observed that SSL international did not have solutions to newly developing
needs and trends in the orthopedic and rehabilitation support sector. Doctors and
paramedics requested many products they need but not available in Prosport™ product
menu. This gap between product availability and customer requirement was inviting
competition to the CIC dominated market. Taking this clue, CIC Healthcare management
did a thorough market research, results of which identified that there are many needs for
such products in the market. Mainly the functional supports for rib, hip, Lumber, spine,
arm, shoulder, neck and ankle. Also, complete compression stocking range and the foot
care and insoles rang were highly needed by the Sri Lankan market. These requirements
were much urgent considering the lifestyle change of Sri Lankan people and the
consequent increase of heart and diabetic patients. From the research CIC identified that
there is a total market requirement to treat all kind of patients like orthopedic, surgical,
neurology, cardio, gynecology and all related sectors. The problem was that Prosport™
lack the required add-ons and new products to cater these emerging new requirements.
CIC Healthcare management identified that this could lead to a future competition and
planned to face the situation before it emerges.

6.1.5 Launching OPPO™ Medical in Sri Lanka

Prosport™ did not have necessary innovation to cater emerging market requirements.
Yet Prosport™ business for the existing product range was still strong. Regardless, CIC
Healthcare management identified the protection of CIC’s business to be their main
objective in the face of a possible competition emergence. Hence, their plan was to bring
in required products and add-ons from a new supplier. And also they wanted to protect
CIC’s reputation as a supplier of high quality, durable Orthopedic and rehabilitation

11
support provider. As a result, whichever the new brand they introduce to the market had
to be of premium quality.

As a part of the devised plan, CIC began their search in international medical exhibitions
like Arab health Dubai and MEDICA Germany. As a result of an extensive search and
many negotiations, CIC signed a business agreement with OPPO™ Medical USA and by
2007 were able to import and distribute OPPO™ orthopedic and rehabilitation support
products in Sri Lanka. By the time of introduction of OPPO™, CIC Healthcare was a
strong distribution network and had a considerable market share in the overall healthcare
sector. Hence the investment in OPPO™ business proved to be profitable in a much
shorter period of time.

6.1.6 Marketing OPPO™ Medical and discontinuation of Prosport™

CIC healthcare management planned to make OPPO™ products available all over the
country from the point go. Prosport™ promotional network was used to promote
OPPO™ to Orthopedic surgeons and other medical professionals. As a part of their plan,
instead of distributing OPPO™ from CIC Stores all over the country, they selected few
leading pharmacies every main geographical area as sub-stores to stock OPPO™
products in order to provide a fast delivery to their customers. They planned to
participate in all government tenders with OPPO™ and to use external currier services to
deliver products to rural areas within 24 hours. This marketing strategy was successful
and OPPO™ Medical products started moving all over the country from the day one.

Similar to Prosport™, OPPO™ Medical offered high-quality and durable orthopedic

solutions. As time moved by, customers became more familiar with OPPO™ and began
to trust the brand. By 2009, CIC Holdings PLC was marketing both OPPO™ and
Prosport™ together. However, OPPO™ had same products as Prosport™ and had all the
addons and extras which Prosport™ lacked. CIC Healthcare management gave this a
thoughtful consideration and strategically discontinued Prosport™ in 2009.

12
6.2 ORGANIZING

6.2.1 Organizing of the sales and marketing team

Main method of generating sales in the orthopedic and rehabilitation support business is
through recommendations by consultant orthopedic surgeons and other medical
professionals. To cover them, a medical promotional team of 7 medical representatives
were recruited. Most important medical professionals in this sector were;

1. Consultant orthopedic surgeons – 78 are operating in Sri Lanka at the present

2. Senior registrars
3. Registrars
4. Medical Officers

Apart from these medical professionals who directly work with orthopedic patients, there
are some other categories of medical professionals who occasionally prescribe
rehabilitation support to patients such as VP’s and VOGs. And orthopedic products were
also extensively used by sports segments such as cricket players and rugby players. 7-
member medical promotional team targeted all these medical professionals and other
segments throughout the country. In order to properly market products CIC offered, all
the members were given extensive foreign training marketing these products by the
manufacturer itself. This Medical promotional team reported to two business
development executives who were under the senior Business Development Manager.
Together, The senior Business Development Manager, Business Development
Executives and the 7-member medical promotional team was the marketing team of
OPPO™ Medical division.

While the 7-member promotional team did the marketing, a sales team of 16 sales
executives were recruited to do the sales. This sales team covered different sales sectors.

1. General trade – Island-wide pharmacies

2. Modern trade – Super markets such as Keels, Cargills and Laughs Supermarkets
3. Private medical institutions – Nawaloka Hospitals, Lanka Hospital etc.
4. Government Hospitals – Through tenders

All the sales activities were monitored by a Sales Administrator. Sales executives and the
sales administrator reported to and were managed under the sales manager. This
represented the sales team of the OPPO™ medical division.

13
Both the senior Business Development Manager and the Sales manager reported to the
Head of OPPO™.

6.2.2 Structuring of other resources

To provide a better customer support, CIC healthcare management chose leading
pharmacies in key geographical areas as sub-stores to stock orthopedic and rehabilitation
support products so that a faster delivery of products can be provided from those points
to the customers and other smaller pharmacies. Online order and home delivery facility
was also established through www.healthnetbuy.com within the Colombo district. CIC
gave the customers to place orders to special products which are generally slow moving
and not distributed across the country as a result. These slow-moving products could be
directly ordered from CIC head office over-the-phone and CIC Healthcare management
employed an external currier service to deliver these orders to customers within 24
hours.

6.3 LEADING
Within the OPPO™ Medical division of CIC Holdings PLC, the management team
embraces transformational leadership elements. The management team share a common,
clear vision for the future of the business regularly and gather their team in motivational
sessions and ensure their subordinates share the same vision. These short motivational
sessions take place every month end together with performance review meetings.

Motivating employees is one part of leading to which the management team gives
immense importance. As the Medical promotional and sales teams engage with
customers every day and are in the field for most of their work time, the management
team understand that there can be many situations which might discourage them.
Therefore, managers always keep track of employee performance and give regular
feedback to them and provide verbal appreciations every time an employee perform
exceptionally. An incentive program have been established to reward employees who
achieve their targets.

Medical promotional team as well as the team of sales executives are dispersed around
the country for most of the month. Because of this the management team have
established a strong, two-way communication network with their subordinates. As these

14
teams engage with customers on day-to-day basis, management team guarantee to assist
them in any difficulties they face with the customers or any aspect of their job. This has
led to build a strong bond based on mutual trust between the management team and
promotional and sales teams and ensured that the division operates as a single organism
towards the envisioned future by achieving organizational goals.

6.4 CONTROLLING
In order to ensure work performance, management team have established sever control
measures.

6.4.1 E-mails
All members of the Medical promotional team and sales team are required to e-mail
every activity they perform in detail to their respective leads at the end of every working
day. Through this the management team expects to be informed of day-to-day activities
of their subordinates and to keep a proof of the activities they perform and their progress.

6.4.2 Tracking system

As the Medical Promotion team and sales team spend most of their work hours on the
field, management have introduced a GPS tracking system to make sure that each and
every member follow his itinerary. Every employee is required to prepare and submit
their itinerary for the current month by the end of previous month. Management team
then use the GPS tracking system to check whether employees follow their itinerary.
This tracking system uses a android app and enables managers to pinpoint the location of
their subordinates real-time.

6.4.3 Real-time updates through WhatsApp

Apart from above control measures, sales team members who handle Modern trade
customers such as Keels and Cargills supermarkets are required to send photographs of
the displays in supermarkets they visit together with the geolocation.

6.5 MANAGERIAL SKILLS

Resource person for this paper is one of the top managers for OPPO™ Medical.
According to him, from the three critical management competencies, skill he requires
more are conceptual and human skills. As he was a top manager, he did not have the

15
requirement for in depth technical knowledge of OPPO™ products. This was a result of
him not participating in direct promotional activities of products to consultant orthopedic
surgeons or other medical professionals. However, as he had to work with people from
his own team, people within the organization apart from his team members and
principals of OPPO™ mother company and some important customers, he emphasized
the need of human skills. Apart from that, as he was a top manager, he had to have a
broad understanding of the business and the business environment. He had to analyze the
trends in the business and conceptualize them in order to understand how they affect the
business. And according to him, whenever he takes a decision, he had to keep the
corporate business goals of CIC Holdings PLC in his mind and have an understanding
how his decisions might affect the overall performance of company. Therefore, he
highlighted the importance of conceptual skills in doing his job.

16
7 DISCUSSION
OPPO™ medical is the highest performing agency in the Healthcare division of CIC
Holdings PLC. Unlike in some agencies in the Healthcare division, OPPO™ Medical is
managed by a dynamic, highly qualified and experienced team of managers.
Effectiveness and Efficiency of this team of managers are reflected in the numbers as
OPPO™ currently earning the highest revenue among CIC Holding PLC’s Healthcare
agencies.

As evident by the information provided by the resource person, OPPO™ Medical

management team, they appear to be pin point accurate when it comes to planning and
making market predictions. CIC Holdings PLC was the first company to introduce
tubular bandage products to Sri Lankan Healthcare market. The decision to bring in a
novel range of products to a country with no experience on a similar product range was a
decision with a considerable amount of risk. In time this decision payed off as CIC
holdings PLC currently enjoying largest market share in the orthopedic and rehabilitation
product market. This highlights the importance in market research, risk assessment and
planning in starting and maintaining a business. Identifying new trends in the market and
using market research allowed CIC management to forecast possible emergence of
competition before it actually emerge and device a plant to face the situation.

As a marketing division OPPO™ Medical has a well-designed hierarchy of management.

All the managers were highly qualified and highly experienced in the medical device and
surgical market and were highly energetic. Management team appeared to put employee
motivation, trainings and performance evaluations in an important place of their
management practice. Regular motivation programs, periodic product trainings were
given to both medical promotion and sales teams and this had ensured that the OPPO™
Medical has the best performing field staff of the CIC Healthcare division. Management

17
putting effort in developing skills of the field staff evidently being payed off as it was
reflected in a rapid growth of the sales numbers.

Measures such as the GPS real-time tracking system were new approaches which
apparently allowed OPPO™ Management to have a better control over their field staff.
This compared to other agencies under the CIC Healthcare division was proving to
reduce the incidence of field staff falsifying travel information and also aiding to provide
a better customer support by allowing managers to send the field staff person nearest
whenever customer query or request came up over the phone. Controlling measures
employed by OPPO™ Medical management staff was the strongest among the CIC
Healthcare division agencies. In spite of the common belief, instead of discouraging field
staff, these measures proven to make the best performing field staff in the division.

Management practice of the OPPO™ Medical was highly successful as it was able to
lead the business into high profit business within a fast 10 years. By analyzing CIC
internal data for OPPO™ Medical division, it was apparent that it was able to achieve
sales targets in every year of operation except for the year 2008. And in the financial
year 2017/2018, OPPO™ Medical division reached Rs. 350 million revenue mark which
was the highest since the launch. Below graph represents the sales targets vs actual sales.

18
 OPPO TGTs vs Sales
400
350
300
LKR Millions

250
200
150
100
50
0
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
/08 /09 /10 /11 /12 /13 /14 /15 /16 /17 /18
TGT 31.5 48 69 90 109.5 145.5 180 204 228 250 336
Sale 34.5 43.5 75 96 127.5 154.5 187 207 232.5 284 351

Figure 3 OPPO sales targets Vs Sales – (Source – CIC internal data)

Financial Year 2015/2016 was an important benchmark which had put OPPO™
management practices into test. During this period, import taxes were increased by the
government and US dollar exchange rate also increased. Economic growth of the country
was also low. As a result many of competitors were struggling. However, OPPO™
Medical sector was able to maintain a steady growth and also increase their market share
during this period.

According to CIC internal data, OPPO™ Medical sector was able to maintain a steady
20% average sales growth within the last two years. The business was developed in order
to have a high GP. Target growth of the business has increased from 13% to 34% within
the last four years. All these numbers stand evidence to support that OPPO™ Medical
employ exceptional management practice. The below table represents the business
analysis for last four years.

19
  2013/14 2014/15 2015/16 2016/17 2017/18
 OPPO medical
Marketing Team
members 7   7  7  7  7
TGT mil 180 204 228 250 336
TGT growth %   13.3 12 10 34.40
Achieved mil 187 207 232 284 351

Sales Growth % 11 12 22.4 23.5

 Gross Profit %   40  41  39   38
Sales Growth
Value   20 mil 24 mil 52 mil 67 mil

8 CONCLUSION
OPPO™ Medical, the orthopedic and rehabilitation support business agency of CIC
Holdings PLC has a strong management team which uses four management functions
and managerial skills to manage the business efficiently and effectively so that
organizational goals can be achieved.

9 REFERENCES
Robbins, S. P., & Coulter, M. (2016). Management (Vol. XIII). Pearson India Education
Service.

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