Managing change and improvement in a sales organization of a large pharmaceutical firm

• Main Author: Santos, Eligio Ma. P.
• Format: text
• Language: English
• Published: Animo Repository 1982
• Subjects: Sales management; Organizational change; Pharmaceutical industry; Pharmacy Administration, Policy and Regulation; Sales and Merchandising
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/967
• Institution: De La Salle University

This study hopes to present an analysis of the state of Foremost Drug Corporation's (FDC's) sales organization and its other sub-systems as it relates to the sales organization and recommend strategies to improve weak areas of the organization. It also seeks to hasten the internalization of changes made during the past five years that have resulted in growth/successes of the Sales Division and the Company as a whole. The findings of the study are: 1. FDC's change goal programs are: a) to further professionalize sales management team by institutionalizing its sales planning and control system, b) to ensure continuity of effective sales managers by drawing up its own management development program.2. The organizational structure appears to have been reorganized with emphasis on specialization which is very sound approach. 3. The organizational diagnosis questionnaire (ODQ) findings highlighted potential problems in the leadership area amongst its area managers and salesman, and rewards areas. 4. It was observed that FDC as a company benefited from the changes, e.g., improved salesmanship, professionalized approach towards sales job, better control and feedback system, better target setting, etc. However, there seems to be problems in consistent implementation of systems as evidenced by its problems in high accounts receivable, high turnover of salesman, caliber of sales management. The recommendations of the study are geared to support development efforts and to institutionalize changes using both the system and the behavioral approaches in managing change. These are: 1. Establishment of a Strategic Sales Planning and Control System 2. Establishment of a Sales Management Appraisal System 3. Establishment of Management and Manpower Training and Development Program 4. Installation of Work Systems and Procedures in the different sub-units of the organization which have relevant work interfaces with the sales organization, e.g., branch operations, credit control department, processing department, cashier departm