The client was recently acquired and there were frequent changes in management resulting in employees being apprehensive about the future. The company was a hierarchical organisation characterised by too many managers to evaluate field operations. There were functional ‘silos’ resulting in an absence of integrity between product management and medical representatives. The field-force was unable to handle doctors’ queries. There was a complete lack of focus on new product development, the militancy of field staff, an absence of a robust system to evaluate the performance of personnel and a lack of adequate information technology to manage information requirements.
UC Strategy provided suggestions to the client in the following areas:
- Developed a business strategy for the company. The key areas identified were dermatology products and the setting up diagnostic/ daycare centres leveraging on the group’s infrastructure
- Recommended a “cross-functional team” structure comprising of product management and medical representatives to improve responsiveness to customer needs
- Developed job descriptions, profiles and key performance indicators for each position
- Developed a robust upward and downward performance evaluation mechanism
- Designed a performance-based incentive scheme linked to employee compensation
- Developed a structured product management process
- Evaluated information requirements of the company.
UC Strategy defined key business processes of the company and organised the company around processes that reduced the number of layers from 7 to 4. UC Strategy recommended and implemented a ‘packaged software’ to cater to the information requirements. UC Strategy developed a sales MIS reporting package on MS – Excel 5.0 for Windows and a comprehensive doctor database using ACT 2.0 for Windows as an interim solution.