Territorial manager

How to make a career? This question worries not only yesterdaygraduates, but also accomplished professionals.

The prospect of career growth for many is even more important than a decent one.salary. And if you are dreaming or just thinking about building a career, then you need to think about what qualities you need to have and what to do for a quick promotion.

Therefore, today I would like to talk about such a profession asterritorial manager of a pharmaceutical company. And what does it take to become one.

Territorial manager is a person who is responsible for one orseveral regions at once, which include a certain number of cities where a pharmaceutical company operates.

The purpose of the work of the territorial manager: to achieve those sales volumes,what the company has planned in these regions. The territorial manager must forecast the volume of sales, control the implementation of the sales plan, understand why in one city we can provide such a volume, and in another - less or more, control the reporting and advance reporting of medical representatives. Participate in the search and hiring of new employees andconducting their training and adaptation in the company.

Most often, the position of territorial manager is nominated byemployees of the company, providing them with the opportunity for professional and career growth. The most successful and bright employees apply first of all. But if equivalent candidates apply for a vacancy, then a competition is held. Also, an employee from outside the company's headquarters can be selected for the position of a territorial manager. These candidates are subject to certain requirements, such as:

Higher medical or pharmaceutical education

Duration of work in a similar position for at least 2 years

PC - advanced user (MS Word, MS Excel, MS PowerPoint)

Excellent communication skills

Analytic skills

Initiative, responsibility and diligence

Willingness to travel on business in assigned territory

And during the interviews, the most suitable employee is selected.

What should a territorial manager know and be able to do?

Any leader must master the basics of psychology, because the way you communicate with your employees ultimately depends on what you get at the end. Young people and adults are motivated by different factors, they need different approaches, and the leader, knowing psychology, must take all this into account, and talk to them in different ways, and set tasks in different ways, but at the same time, so that the results are equally successful.

Also, the territorial manager must know his territories: what market size in each region, how many medical institutions are in the region, how the market has changed over several years, analyze the activities of competitors. The territorial manager must be able to predict the volume of sales in each specific region.

If we talk about wages, I would like to provide a smallreview of salaries of employees of pharmaceutical companies in Moscow based on the results of 2013. These values ​​were obtained by the Recruitment Agency for Unique Specialists "KAUS-medicine" by studying the proposals of employers only, without taking into account the salary expectations of applicants. Therefore, for a correct interpretation of the data below, it is necessary to understand that the real market wage levels are 5-10% higher than the values ​​indicated in the table.

But what motivates people most often to achieve the highest goals?and career growth? The average salary of a regional manager is 85000rubles. It can be said that today territorial managers are one of the most sought-after specialists in the pharmaceutical market. Accordingly, the requirements of employers for these applicants are quite high. In most cases, employers want experienced candidates (eg with experience in a similar product line). Often the level of wages depends on the level of the company, the volume of its sales as a whole. And, of course, it depends on the seniority and experience of the specialist.

Money? .. I think that they motivate only a short time.

Material stimulation is more important for young people: this is understandable, they want an independent life. But also young people really want to gain new experience, for them this opportunity is extremely important.

And for adults, other factors are more important. It seems to me that the most importantat work is the comfort of the people with whom you work. Because you spend 80% of your working time among your colleagues, and if you are not comfortable, then you are distracted by these experiences and cannot devote all your time to work. Adult employees value the respect with which they are treated, the interest with which their ideas are listened to, the opportunity for personal and professional growth, the stability and confidence in leadership.

I would like to end this article in my opinion with enough wise wordsmaybe not a very famous entrepreneur and writer Robert Kiyosaki:

« Rule number one for someone who wants to be a successful careerist: never take a job for money».

Material preparedVeronika Belyaeva

1. General provisions

1.1. Name of the structural unit: Branch / Representative office

1.2. Reports to (supervisor position): Representative office manager

1.3. Is the head (positions of direct subordinates): regional sales representatives

1.4. Replaces (positions, the functions of which are performed by the employee, in their absence): No

1.5. Deputy (positions that perform the functions of an employee in his absence):

2. Job responsibilities

2.1. Participates in the implementation of the Company's sales strategy on the territory of the representative office.

2.2. Coordinates and controls sales activities through regional sales representatives and distributors/sub-distributors.

2.2.1. Sets clear and achievable tasks for all team members that correspond to the goals and objectives of the representative office / branch.

2.2.2. Analyzes the progress of the assigned tasks (when on a business trip; according to the reports received; when discussing by phone with a regional sales representative and a distributor / sub-distributor).

2.2.3. Develops motivation programs for distributors/sub-distributors aimed at increasing the quantity and quality of distribution.

2.2.4. Informs about changes and ensures that all subordinate employees, distributors and sub-distributors comply with the company's policy in the field of pricing and promotions.

2.2.5. Takes an active part in the preparation and implementation of new forms of work with clients, improving the old ones.

2.2.6. Considers requests and complaints of clients, if necessary - participates in negotiations.

2.2.7. Controls changes in status, solvency and other changes in the client base.

2.2.8. Controls work with key, network and complex clients.

2.2.9. Conducts scheduled site visits to understand client needs.

2.2.10. Participates in the search and attraction of new customers (key, network).

2.2.11. Develops profitable new directions, while expanding existing business.

2.2.12. Responsible for the implementation of sales and development plans, and for increasing the quantitative and qualitative distribution in the assigned territory.

2.3. Trains sales representatives in sales technology, negotiation methods, deal making methods.

2.3.1. Gives an assessment of the work of an employee based on joint trips along the route, providing feedback.

2.3.2. Conducts trainings and education of subordinates during direct work with the Client and in the analysis of specific situations.

3. Administrative work

3.1. budgeting: no

3.2. Scheduling: daily, weekly, monthly

3.3. Reporting: daily, weekly, monthly

3.4. Personnel work: operational management of employees, assessment of the effectiveness of their work, assessment of resources to perform the required amount of work, recommendations for hiring and firing employees

3.5. Maintains up-to-date information, databases: client base in the assigned territory

4. Has the right to make decisions on issues

4.1. Financial: no

4.2. Choice of partners: sub-distributors and wholesale customers.

4.3. Approval of documents: no

5. Documents regulating the work

5.1. External documents: Legislative and normative acts.

5.2. Internal documents: Civil Code Standards, Branch Regulations, Job Description, Internal Labor Regulations, Work Standards for Wholesale and Retail Employees.

6. Criteria for assessing labor efficiency

6.1. Implementation of weekly and monthly planning activities, for which he is responsible.

6.2. Implementation of the quality of weekly and monthly planning activities for which he is responsible.

6.3. Implementation of weekly and monthly planning activities in terms of volume, for which he is responsible.

6.4. Fulfillment of sales plans for all products.

6.5. Satisfaction of internal customers (development of the territory, increase in quantitative and qualitative distribution, effective personnel management)

6.6. Satisfaction of external customers (resolution of issues related to the supply and promotion of the Company's products).

7. Interaction, information exchange

7.1.Receive information

7.2. Transfers information

8. Qualification requirements

8.1. Education: higher, incomplete higher

8.2. Special training, permits: no

8.3. Skills:

· Conducting negotiations

PC (MS Office package, e-mail, Internet);

8.4. Work experience: Experience in the food market for at least two years

8.5. Professional knowledge:

• Progressive forms and methods of trade and marketing.
• The procedure for the conclusion of contracts of sale and execution of the necessary documents.
• Conditions for concluding commercial transactions and methods of bringing goods to consumers.

Instruction agreed:

Head of Motivation Department ________________________________________________

Head of Department ___________________________________________________________

Block Executive Director ________________________________________________

Familiarized with the instructions:

Name, date, signature