Simulation Decision Feedback Guidelupin.advantexe.com/localsrc/SimulationFeedbackGuide.pdf · Sanjay Ursal David Walker John Cunningham Decision Impacts: Building Positive Working

LUPIN ASSESSMENT SIMULATION

Simulation Decision Feedback Guide

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Resources The following information is available in the Resources section as you begin.


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Resources (continued)


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Resources (continued) District Sales Activity


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Resources (continued) District Sales Activity


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Resources (continued) Suprax Coupon Redemption


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Resources (continued) District Q3 ROI


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Decision #1: Introductory Email to Team Background

INFORMATION EVENT One of the first things you did as you settled into your new role was to review several district level reports (please click the Resources button) and schedule a conference call with your team of Sales Reps. The call was very useful. You introduced yourself to your team and began to get to know the Sales Reps and their territories. As a follow up, you decide to send a communication to the team that summarizes the team call and outlines your expectations of the team. You plan on meeting with each Rep individually in the coming weeks to elaborate and will encourage each Rep to identify any questions they have or support they need during these meetings.

Decision Please click the link below to open an email window and compose the email to your team. This email will be attached to your simulation results and scored. Email to Team If the above link does not open an email window, please go to your email program and send an email titled 'Decision 1' to [email protected]. After you send the email... Click Next to view an email in your Inbox that you need to address. Decision Impacts: Passion to Excel Business Communication Building Positive Working Relationships High Level Feedback: Setting and clearly communicating expectations is a very important and often overlooked aspect of being a manager. As a manager to a diverse team it is important to ‘set the stage’ appropriately and establish yourself in your new position by outlining your expectations and how you plan on supporting your team in achieving these expectations and results.

Although there is no template for success in this email, there are a few things that reviewers will be looking for and will use as criteria for scoring this email. First, in regards to Passion to Excel, are your expectations clearly articulated? The ability to craft written communications that motivate and influence is essential for a District Manager. Second, in regards to Business Communication, is your email clear and concise? And finally for Building Positive Working Relationships, does your email clearly establish goals and measures of success?


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Decision #2: Recruiting for Open Position Background EMAIL

To: Charlotte District Manager From: Human Resources Subject: Resumes for your Review I hope you are settling into your new position! After we spoke on the phone last week about your open position, I have been working hard to identify a group of qualified candidates for you to interview. Please see the three resumes I'm attaching along with our recruiter's phone interview notes. They are all strong candidates although the recruiter feels that one is particularly strong and could do well in the position. Get back to me with your ranking after your interviews and we can set up an interview with Georgia for your top choice.

Information to Review


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Decision #2: Recruiting for Open Position (continued) Information to Review (continued)

Decision After reviewing the resumes from HR and the recruiter notes (located behind the Resources button), in what order do you rank the candidates for your open position? These were your choices:

Andrew Edmonds (2) Ellen Warren (1) Deren Bolger (3)

Decision Impacts: Execution Excellence


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Decision #2: Recruiting for Open Position (continued) High Level Feedback: This scenario is about recruiting and hiring new Reps. With your position being open for some time, it is essential to fill the opening. Although it can be preferable to hire a Rep that has experience and knowledge of the pharmaceutical industry, as a manager you need to understand the key skills necessary in a Sales Rep and how to identify candidates with those skills and make recruiting decisions based on these qualifications. Often it is better to look for a strong track record as a Sales Rep, even if that experience is outside of the pharmaceutical industry, because it is the sales skills you are looking for and a good Sales Rep with those skills can be taught the specifics of the industry. The preferred ranking was Ellen, Andrew and then Deren. Ellen has 10 years of experience and a track record of success in complex businesses. Furthermore Ellen’s current position is all commission, and her current compensation level should indicate a high level of sales skills. These factors indicate an attractive candidate seeking to enter the pharmaceutical industry. Second is Andrew who has a stronger track record that Deren given their similar years of experience, putting Andrew before Deren.


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Decision #3: Prioritizing Growth Opportunities Information to Review


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Decision #3: Prioritizing Growth Opportunities (continued) Decision Having made progress with your open position, you want to analyze the Rep’s territories and identify your key growth opportunities. (Please see the reports behind the Resources button) Based on your analysis, please prioritize your territories from 1 to 9 in order of opportunity, with 1 being the territory that has the most untapped potential.

These were your choices:

Cary Charlotte Durham Fayetteville Greensboro High Point Raleigh Wilmington Winston-Salem

Decision Impacts: Decision Making through Strategic Thinking High Level Feedback Being a District Manager goes beyond managing a group of Sales Reps, it requires you to approach your district as a business and identify how to maximize results. This requires analytical skills to scan and interpret several sources of information and the ability to make decisions based upon this information. In this situation you were asked to analyze information regarding the Sales Activity of the Reps in your district. There were two sources of information, their high level activity and results as well as some specific target doctor activity. Based on this analysis, it was preferred that several territories be ranked higher in priority: The open Winston-Salem territory is a key opportunity, which is why you made a decision to fill that position as quickly as possible. Other territories with significant opportunity included Greensboro, NC where Derek Tysall, the Rep, has good call activity but this activity is not resulting in the sales you would expect. High Point, NC with Sanjay Ursal is another priority because Sanjay’s call activity is too low. Similarly Wilmington, NC with John Cunningham represents opportunity. As a newer Rep, John needs help targeting his A’s doctors better and increasing his activity with his B’s to better maximize his results.


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Decision #4: Prioritizing Time with Reps Decision Given your analysis of the territories, which two (2) Reps will you meet with in the next week? These were your choices:

Jean Marie Cellini Cindy Koo Jackie Lyles Harry Takahashi Derek Tysall Sanjay Ursal David Walker John Cunningham

Decision Impacts: Building Positive Working Relationships Time Management High Level Feedback As part of managing your district as a business and maximizing results, you need to coach and develop the Sales Reps. In order to optimize your time and the district’s results, you should spend time with Sales Reps where there are significant opportunities in the territory as well as some specific areas in which you can coach and develop the Rep. With the information you have on the Reps and their activity, the Reps that you should spend time with in the next week are Derek Tysall, Sanjay Ursal, and John Cunningham. If you chose at least two of these Reps, you made the preferred choice. Derek’s sales results do not equate to his sales call activity, you need to identify the obstacles that are getting in the way of Derek’s success. Sanjay is newer and it appears his activity is low; you need to coach him so he understands the level of call activity that is necessary for success. And John is your newest Rep. You need to spend time with him and coach him as he’s learning the industry and his territory. He appears to need help prioritizing his time across his targets, but you may also identify other areas of coaching once you spend time with John.


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Decision #5: Sales Reps and Call Notes (Jackie) Background

INFORMATION SCENE In analyzing the district and reviewing the reports along with the Rep Call Notes, you could not help but notice that several of the Reps are not completing Call Notes or are not providing any insight into their activity other than ‘enthusiastic about product’ or ‘good call’. This has made it very difficult for you to identify growth opportunities and determine how to best spend your time. The previous manager may not have expressed the importance of Call Notes to sales success.

Decision You do not have a meeting set up with Jackie in the near future and she was one of the Reps not currently completing Call Notes. What do you do about Jackie’s non-compliance around Call Notes? Choose one choice from the list below.

These were your choices: 1. Email Jackie your observation. Request she immediately begin completing Call Notes for all high

volume doctors. Follow up on your next field visit. 2. Email all of your Reps about the quantity and quality of Call Notes. Outline your expectations and

follow up within one week and on field visits. 3. Call Jackie. Ask for her understanding of the expectations around Call Notes. Gain her

commitment to completing Call Notes and follow up in one week. 4. Call Jackie. Ask her to be a mentor to a newer Rep; emphasize the need to be a good role model

in sales skills, teamwork and administrative responsibilities. 5. Nothing for now, Jackie is meeting her sales goal. Address other Reps first and discuss with

Jackie on your next field visit in a few weeks.

Decision Impacts: Passion to Excel Building Positive Working Relationships Execution Excellence High Level Feedback: As a manager you need to evaluate Reps not only on results but also on their adherence to certain guidelines and expectations such as submitting Call Notes. If you do not make your and Lupin’s expectations clear and do not follow up to ensure your expectations of performance and adherence to guidelines are being followed, it is unlikely Reps will continue to perform to these standards. You must be clear and reward compliance or discipline non-compliance.

The preferred choice in this situation was to call Jackie and discuss your observations, ultimately gaining her commitment to complete Call Notes, and follow up with her within one week. Emailing her is a good choice although by limiting the expectation to only high volume doctors diminishes your message and does not set clear expectations. And emailing all of your Reps is an option although for those that are already meeting expectations it could create confusion while not clearly outlining your expectations for the Reps that need to improve.


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Decision #6: Sales Reps and Performance (John) Background INFORMATION SCENE

Since you’ll see Derek next week, you focus some time on John. John is new to the industry and reports show he’s not meeting his targets. From the brief phone conversations you've had with John, you’ve learned that he’s eager but frustrated with all the administrative responsibilities that “take him away from selling.” His Call Notes are vague, probably because he is unfamiliar with the industry and needs some coaching. More important, you need to address his sales numbers.

Decision You decide on a series of two actions. What is the best action to take first to address John’s performance? These were your choices:

1. Call John and ask how his onboarding process is going. Discuss areas where he needs more help and develop a support plan for him.

2. Assign John a mentor to show him what a good job looks like and to help him with administrative responsibilities such as Call Notes.

3. Email John. Empathize with the challenge of learning a new industry, express your confidence in him, and then outline your expectations of his performance.

4. Set up a field visit. Observe John with doctors and discuss his sales targets and his perceived needs to achieve results. Develop a plan with him.

5. Email John and attach examples of good Call Notes. Ask him to model his notes after the examples you’ve provided and email you with any questions.

6. Call John and tell him he needs to improve his results and the quality of his Call Notes. Have him send you a daily update and set up a weekly feedback call.

7. Call your DM counterparts. Find out how their newer Reps from outside the industry are doing. Gather ideas and advice.

After _______ (first choice), what is the best next action to take to address John’s performance? The prior choices will appear with the selected option no longer in the list.

1. Call John and ask how his onboarding process is going. Discuss areas where he needs more help and develop a support plan for him.

2. Assign John a mentor to show him what a good job looks like and to help him with administrative responsibilities such as Call Notes.

3. Email John. Empathize with the challenge of learning a new industry, express your confidence in him, and then outline your expectations of his performance.

4. Set up a field visit. Observe John with doctors and discuss his sales targets and his perceived needs to achieve results. Develop a plan with him.

5. Email John and attach examples of good Call Notes. Ask him to model his notes after the examples you’ve provided and email you with any questions.

6. Call John and tell him he needs to improve his results and the quality of his Call Notes. Have him send you a daily update and set up a weekly feedback call.

7. Call your DM counterparts. Find out how their newer Reps from outside the industry are doing. Gather ideas and advice.


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Decision #6: Sales Reps and Performance (John) (continued) Decision Impacts: Building Positive Working Relationships Passion to Excel High Level Feedback: As a manager you need to challenge Reps to provide valuable information in their Call Notes beyond cursory or trivial comments. Oftentimes new Reps need coaching around Call Notes expectations as well as examples of what ‘good’ looks like. Additionally, new Reps need support and guidance from you as their manager as well as from other sources, such as a mentor, as they transition to a new company and position. The preferred option would be to begin with setting up a face-to-face field visit during which time you observe John and assess his skills so that you can provide productive and balanced feedback. You also want to ask John about his needs in regards to achieving results; do not assume you know. And create an action plan together to improve results, ensuring you gain commitment. This should be followed up with support such as a mentor as well as follow up to ensure the expected improvement is achieved.


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Decision #7: Allocating Coupons Background You are back in the office after field visits with Derek and Sanjay and you have emails to catch up on. EMAIL

To: Charlotte District Manager From: Georgia Westerfelt, RD Subject: Suprax Coupons

As you know, we're always trying to drive our Suprax business. Therefore, Marketing is allocating each district 900 co-pay coupons. These coupon cards will pay anything above $25 of a patient’s co-pay for Suprax, keeping the patient cost at $25 regardless of plan!

Patient is not eligible if the prescription is paid in cash or part or full by any state or federally funded programs (Medicare or Medicaid, VA, DOD, Tricare).

Please allocate these coupons appropriately as they are a limited and valued resource. Get back to me with your allocations.



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Decision #7: Allocating Coupons (continued) Decision Review the data available (behind the Resources button) and allocate the 900 Suprax co-pay cards. Territory Coupon Allocation

Cary

Charlotte

Durham

Fayetteville

Greensboro

High Point

Raleigh

Wilmington

Winston-Salem

Decision Impacts: Decision Making through Strategic Thinking Execution Excellence High Level Feedback: Coupons are a great opportunity to maximize results and allocating the coupons is about analyzing each territory’s potential, each Rep’s experience and performance, and prior redemption rates to identify the optimal allocation. The preferred allocation is to take all of the above factors into consideration to allocate 900 Suprax coupons in a manner that maximizes results. Cindy and David should receive a larger number of coupons. In the middle range are the majority of your Reps – Marie, Harry, Jackie, Sanjay. The last two Reps, John and Derek, should receive the least amount, although John should receive slightly less given that he is still being coached and his performance is still behind that of Derek.


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Decision #8: Email to your RD Decision Please click the link below and send a brief email (3-5 bullet points) to Georgia, your RD, that summarizes the rationale for your co-pay coupon allocations. This email will be attached to your simulation results and scored. Co Pay Card Allocation Rationale If the above link does not open an email window, please go to your email program and send an email titled 'Email 2 - RD email' to [email protected]. Once you have sent the email... You need to prepare another email, this one for your team of Sales Reps. Click Next to continue. Decision Impacts: Decision Making through Strategic Thinking Business Communication Execution Excellence High Level Feedback: Coupons are a great opportunity to maximize results and allocating the coupons is about analyzing each territory’s potential, each Rep’s experience and performance, and prior redemption rates to identify the optimal allocation. The preferred allocation is to take all of the above factors into consideration to allocate 900 Suprax coupons in a manner that maximizes results. Cindy and David should receive a larger number of coupons. In the middle range are the majority of your Reps – Marie, Harry, Jackie, Sanjay. The last two Reps, John and Derek, should receive the least amount, although John should receive slightly less given that he is still being coached and his performance is still behind that of Derek. After your allocation, you were asked to create an email to your RD outlining your rationale for your coupon allocation. It is important to outline expectations and strategies for their distribution while also motivating the team. Although there is no exact template for this email, there are a few elements that reviewers will be looking for and will use as criteria for scoring the email. First, in regards to Decision Making Through Strategic Thinking, what analysis did you perform? Second, and related to Business Communication, is your email clear and concise and is your rationale clearly articulated? Will your Reps understand your rationale and perceive the allocation to be fair and equitable? And last and related to Execution Excellence, what are the criteria upon which you based your distribution of the co-pay cards? Are resources allocated to the areas with the greatest need and where they will have the greatest impact?


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Decision #9: Email to your Sales Reps Decision Now click the link below and prepare a brief email (3-5 bullet points) to your Sales Reps that communicates your strategy and direction regarding the allocation of the coupon cards. This email will be attached to your simulation results and scored. Email to Sales Reps If the above link does not open an email window, please go to your email program and send an email titled 'Email 3 - Sales Reps' to [email protected]. After you send the email... You see that you missed a phone call. Click Next to check your voice mail and see who it was. Decision Impacts: Decision Making through Strategic Thinking Business Communication Execution Excellence High Level Feedback: After your allocation, you were asked to create an email to your Sales Team introducing the coupon cards. Although there is no exact template for this email, there are a few elements that reviewers will be looking for and will use as criteria for scoring the email. First, in regards to Business Communication, is your email clear and concise and have you clearly articulated the opportunity? Second, and related to Building Positive Working Relationships, does the email provide a motivating message? Last, and related to Execution Excellence, have you outlined expectations and guidelines for how the Reps are to utilize the coupons?


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Decision #10: Working with Derek Background

INFORMATION SCENE

One of your first field visits is with Derek and at the first few offices you watch Derek interact with the staff and physicians. He clearly knows the products and has strong sales skills, yet you discern that some of the office staff react negatively to his aggressive style while the physicians seem to love him. One statement he made during one of your visits was borderline non compliant. In between visits you discuss his relationships with the staff and the one statement he made. He responds, “My doctors love me and I get results. Isn’t that all that matters?” You emphasize with Derek that it’s not just results and he must work on his relationships with the staff and stay away from statements that are borderline non compliant. Derek reluctantly agrees.

After a few days with Derek, you also spent some time with Sanjay. You were concerned from the notes the prior DM left regarding Sanjay and were happy to find Sanjay through his initial period of uncertainty and slowly building his confidence. He's going to do very well, as long as he increases his call activity. That is currently the only thing holding him back from maximizing his sales results. Now that you're back in the office you want to catch up on your emails and voice mails.

It’s been two weeks since your field visit with Derek. When he wasn’t open to your coaching you checked his file for notes from the prior DM. You weren’t surprised to find a few complaints in the past year from office staff and one instance of written counseling. You’ve been monitoring his performance and today you see that market share with Suprax is trending down slightly. You call Derek to discuss his results.

As soon as you ask Derek about Suprax he gets defensive, saying, “I’m doing what you asked and working on my relationships with office staff, what do you want me to do now?”

Decision You see that your work with Derek is not over. What will you do next with him? Select four (4) items from the list below.

These were your choices: 1. Reinforce office visit standards regarding frequency and product message compliance 2. Praise his attempt to improve performance 3. State the situation and express urgency (1) 4. Gain Derek’s commitment to a 45 day action plan to change his approach (3) 5. Clarify for Derek behavior expectations and standards (2) 6. Role play situations with Derek and provide constructive feedback 7. Praise Derek’s product knowledge and sales skills 8. Give Derek a verbal warning that his behavior needs to change 9. Document your meeting as a formal warning (4) 10. Send Derek to a teamwork class to improve his communication skills


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Decision #10: Working with Derek (continued) Decision Impacts: Building Positive Working Relationships Passion to Excel High Level Feedback: This situation is about counseling a Rep that is getting satisfactory results and meeting goals but in a way that is having some unintended consequences on relationships due to his direct and assertive style that doesn’t allow him to accept feedback or others’ points of view. In addition, this assertive style has also led the Rep to make borderline complaint statements. Performance Improvement coaching will be very important, yet will not be impactful until you can get him to understand how his behavior is impacting his and the district’s performance, and you understand the underlying problems that may contribute to the problem and gain his commitment to overcome the current situation. As a manager, you must overcome the common thought that ‘people are who they are’ and have the courage to coach and counsel a Rep and provide feedback even if the feedback may not be initially well received. The preferred choice was to state the situation, clarify expectations and standards, gain commitment to a 45-day action plan, and formally document the meeting as a formal warning.


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Decision #11: Completing John’s Field Development Report Background INFORMATION SCENE

You’ve been speaking and working with John Cunningham, one of your newer Reps, over the past few weeks. His Call Notes are improving and he’s showing real promise and tenacity. Unfortunately his results are still not in line with his efforts just yet. You’ve just returned from two days with John and are completing his Field Development Report. You want to clearly outline John’s Developmental Areas and Opportunities to ensure he’s on track and stays on track. You’re reviewing your Field Development Report (see John’s FDR behind the Resources button) and have several items you could include in this last section.



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Decision #11: Completing John’s Field Development Report (continued) Information to Review (continued)


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Decision #11: Completing John’s Field Development Report (continued) Decision Reviewing your Field Development Report, you want to clearly outline John’s strengths and areas for development in the last section. From the possible items below, select the best two (2) items you will include in the Developmental Areas and Opportunities section.

These were your choices: 1. You effectively used visual aids to demonstrate features and benefits of Antara, and

should continue to do this consistently on each call. 2. Develop questions that identify the interests and business needs of the doctor and key staff and

will help you learn how and when they prescribe Antara. 3. Close each call by asking for some kind of action, such as asking the doctor to use Antara for an

indication where not currently prescribing. 4. Enhance Antara and competitive product knowledge by reviewing training modules and

filling out competitive product worksheets. 5. Work with another Rep to help you develop a system that organization samples, literature, and

other sales resources. Decision Impacts: Building Positive Working Relationships High Level Feedback: Managing a team requires you to work with each Rep on an individual level and diagnose their strengths and areas for development to coach them to higher levels. Although this often requires you to be ‘tough’ you have to remember that you are ‘tough’ regarding performance but not ‘tough’ on the person. Every Rep is different; you may need to adapt your leadership style with each person in order to gain his/her commitment and develop them to produce the best results.

In this situation, the preferred option was to provide balanced, constructive feedback to John. Balanced feedback should focus on the things John is doing well, to reinforce those behaviors, along with key developmental areas that form the foundation of his development. It was recommended that you highlight John’s strengths (disease state knowledge and converting features to benefits) because they are fundamentals for selling, and one developmental opportunity. Although the developmental areas were numerous, the recommended option was expanding John’s product knowledge and probing to better understand how the customer positions the product along with probing the customer’s needs. While closing and sample management are important, until product knowledge and probing are improved, closing will be less effective.


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Decision #12: Request for More Coupons Background VOICE MAIL

“Hi, it’s Derek. I’m sorry I missed you. I’m calling because I wanted to request some additional Suprax coupons. I don’t have any left and think I could distribute more if I had them, and they could really make a difference this quarter. Thanks.”

Decision After listening to Derek’s message you go and check his most recent Call Notes and see that they have improved and it appears he’s developing a few more relationships. What do you do about Derek’s request for additional coupons?

These were your choices: 1. Call Derek back; ask him to send a brief analysis of where he distributed his coupons and

exactly how many he needs and for whom. 2. Wait and analyze Derek’s latest operating budget to check on his redemption rate. 3. Email your Sales Team and see if any Rep has any undistributed coupons; check if there are any

in the 900 that could be redistributed. 4. Go back and request additional coupons from the Marketing Team; if Derek is requesting more

the other Reps will likely request more. 5. Ask Georgia, your RD, for additional coupons. You know she held some back for individual cases

like this. Decision Impacts: Execution Excellence Customer Focus High Level Feedback: This scenario is about making the best business decisions based on the information available. Fulfilling a Rep’s coupon request may seem like a good ‘reward’ for performance improvement, but there are other ways to encourage, invite accountability, and motivate. Factors such as the importance of the decision (risk/reward), the amount of information needed/available, and the timeframe before a decision needs to be made all impact how you will proceed. If a decision needs to be made relatively quickly, then a little research would be warranted to move directly into a decision. If more time is available, and the decision is really important, then you have more time for other options such as checking for undistributed coupons. If you are confident that Derek has the skill to make a reasonable request and business decision, then going to your RD may be appropriate. In this situation you do not have a lot of information that you can review, so it is preferred to ask Derek to complete some analysis to support his request.


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Decision #13: Important Communications Background EMAIL

To: Charlotte District Manager From: Georgia Westerfelt, Regional Director Subject: Send to your teams!

DM Team: Do me a big favor and communicate the following information to your teams: • Samples are skyrocketing. The Reps have to cut back. • Suprax coupons need to be leveraged! A real life story…a physician using the coupons did not realize that the total co- pay was $25 or less, they thought it was $25 off. When a physician says “I know all about that” why not ask, “Can you tell me what you know about the coupon benefits”?

Reps need to be aware of the above and receive coaching from you! Remember the W.O.W Factor!

Thanks, Georgia

Decision Please click the link below and send an email to your Team as your RD, Georgia, requested. This email will be attached to your simulation results and scored.

Communication to Team If the above link does not open an email window, please go to your email program and send an email titled 'Email 4 – Team Email' to [email protected].

After you send the email... You see that you’ve received an email from one of your Reps, John. Click Next to view John’s email. Decision Impacts: Business Communication Building Positive Working Relationships High Level Feedback: This scenario is about appropriately rewriting communications to your team to ensure the appropriate tone and guidance. Although there is no exact template for this email, there are a few elements that reviewers will be looking for and will use as criteria for scoring the email. First, in regards to Business Communication, is your email clear and concise and have you clearly articulated the points that your RD requested? Second, and related to Building Positive Working Relationships, have you outlined expectations and guidelines for how the Reps could have better conversations with their doctors as well as keep their costs down? Despite the urgency to get the communication out, reworking and rewriting the communication and tailoring it to your Sales Reps is essential to achieve the desired results.


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Decision #14: John’s PTO Request Background EMAIL

To: Charlotte District Manager From: John Cunningham, Wilmington NC Subject: PTO Request

Just a reminder that my wife and I are taking an Alaskan Cruise January 10-14th. Scott, the former DM, approved it when I was hired so I forgot to mention it earlier. Although this conflicts with the Area POA meeting dates, my wife and I are celebrating our 2nd anniversary.

I have enough PTO days available, so that’s not a problem. Decision You check your files and cannot find a record of the prior DM’s approval of John’s PTO. Although John has been adhering to his Development Plan, he’s still not meeting his goal, and his vacation is at the same time as the upcoming POA meeting. How do you respond? Select the best response.

These were your choices: 1. Call John to ask if he knew about the POA dates before booking his vacation and discuss

protocol for requesting PTO; then approve his request. 2. Approve John’s request for PTO, this is a special occasion that warrants an exception. 3. Call John to discuss alternatives to the requested dates, in the hopes that he will be able

to attend the POA meeting. 4. Deny John’s request. The POA meeting is a requirement for everyone, especially a new

representative in his position. 5. Trust John’s version of the story. Call him to approve the request and let him know that you’re

going out on a limb for him. Decision Impacts: Passion to Excel Building Positive Relationships High Level Feedback: This decision was about how you go about providing direction to your team, upholding company policy and driving for results while being flexible to the unique needs of each individual on the team. The preferred option is to call the Sales Rep, John, and discuss the PTO request. It is important that you understand if the Sales Rep knew about the POA prior to booking the vacation. Although this is a special occasion, a wedding anniversary, you need to ensure that you emphasize the importance of the POA meetings and set an example of what you expect from the very beginning. If the Sales Rep knew about the POA prior to booking the vacation, then you have a tough decision to make in determining if you need to make an example out of this situation in terms of how you will be running the business.


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Decision #15: Monitoring ROI Background INFORMATION EVENT

You've had a chance to work with all of your Reps and are making progress coaching and developing them. Back in the office on a Friday you review the district's latest ROI numbers and ranking and operations expenses. With scripts improving, you want to check how the Rep's are doing managing expenses and ensure you're meeting ROI targets. Please click the Resources button and find the Q3 ROI report under Reports.

Decision You review the Q3 expenses and sales data by Rep. None of your Reps are meeting the established 4:1 ROI target. Please click the link below to open an email window and compose an email to your manager. In a few sentences outline your biggest concerns for the district and how you plan to address them in the coming weeks. This email will be attached to your simulation results and scored. Email to Manager Regarding Concerns If the above link does not open an email window, please go to your email program and send an email titled Decision 15 – District Concerns to [email protected].

After you send the email... Click View Choices to review an email that just came into your Inbox.


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Decision #15: Monitoring ROI (continued) Decision Impacts: Decision Making through Strategic Thinking Time Management High Level Feedback: This scenario is about assessing opportunities and liabilities in the district to determine a clear plan of action of where you will focus your time and energy to improve results. Although there is no exact template for this email, there are a few elements that reviewers will be looking for and will use as criteria for scoring the email. First, in regards to Decision Making through Strategic Thinking, is your email clear and concise and have you clearly articulated your concerns and potential solutions? Second, and related to Time Management, have you outlined guidelines for how you will spend and focus your time?


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Decision #16: High Potentials Background EMAIL

To: Charlotte District Manager From: Georgia Westerfelt, Regional Director Subject: Help with Upcoming New Hire Class Our recruiting efforts have been so successful that our upcoming New Hire class is exceptionally large. The Training Department is requesting assistance from Reps in the field. Each District Manager is to nominate up to 3 Reps for consideration, and please rank your nominations. This is an opportunity to recognize top performers and enhance the development of high potential representatives. Keep in mind that this training will require the Reps to be out of the field for up to a week. This honor will require the Rep's time and commitment. Please send me your nominations by the end of the day.

Decision You’ve been asked to identify up to 3 Reps to spend time at headquarters and help the Sales Trainers with upcoming training. This represents recognition of their good work as well as gives them exposure to upper management. Who do you nominate? You are still actively coaching John, so you remove him from your list of eligible Reps.

These were your choices: 1. Jean Marie Cellini 2. Cindy Koo 3. Jackie Lyles 4. Harry Takahashi 5. Derek Tysall 6. Sanjay Ursal 7. David Walker

Decision Impacts: Passion to Excel Building Positive Working Relationships High Level Feedback: As managers you need to balance recognition and development. While all are important and factors in this decision, current performance should be weighted more heavily than future potential so that you are clearly rewarding and recognizing the performance standards you expect. The individuals selected should be role models in regards to performance, selling skills, business management, administrative performance, and interpersonal skills/teamwork.

With this in mind, the preferred choices were David, Jean Marie and Cindy. Other choices are still good although may not reinforce expectations for current performance.

1. Jean Marie Cellini Good 2. Cindy Koo Good 3. Jackie Lyles OK 4. Harry Takahashi OK 5. Derek Tysall Not Good 6. Sanjay Ursal OK 7. David Walker Best


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Decision #17: Prioritizing Rest of Day Background

INFORMATION EVENT You are working with one your Reps, Jackie Lyles, filling out her end of day contact report when your BlackBerry vibrates with another email. Several e-mails and voice mails have come in since you last checked. You excuse yourself to check your new items.

You have several items that you need to take care of and need to prioritize because there are only a few things you can accomplish between now and the end of the day.

Decision In checking the time, you have an hour to get through as much as possible. Please select the two (2) items which you will push to tomorrow when you are back in the office.

These were your choices: 1. Finish Jackie’s contact report. 2. Email from BCBS Account Manager requesting information in 2 days on doctor reactions

to Suprax formulary position. You need input from your team. 3. Return important doctor call regarding a training class he is committed to doing with your team in

two weeks. 4. Email from Marketing Manager about conference call in 2 days. She’d like to invite Derek (on

prior DM’s recommendation) unless you call with a substitute. 5. Georgia, your RD, emailed about your POA meeting budget (which you thought you had sent). 6. Voice mail from new VP of R&D about New Product Development Update conference call

with Sales tomorrow at 5:30. You can invite your Reps.

Decision Impacts: Building Positive Working Relationships Customer Focus Time Management High Level Feedback: A manager needs to prioritize work based on importance to the business, the urgency of the requests, and the amount of time needed to prepare to undertake the action, e.g., do more research, get feedback from others, delay the decision to get it right, etc. An effective manager can balance all such factors. Sometimes they negotiate for more time, make a decision on the spot, get others involved, or delegate to someone as a development opportunity. In this decision, the items that were preferred to complete before the end of the day were finishing your work with Jackie, returning the call from the important doctor, emailing the Marketing Manager with another name instead of Derek, and emailing your budget to your RD. You also need to get feedback from your team for the BCBS Account Manager, yet this could be done in the morning when you can craft an email with more specific directions for your team. And you also can send an invitation to your team around the R&D conference call if they are available.


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Decision #18: Meeting with Dr. Klein Background VOICE MAIL

“Hi, it’s Cindy. I wanted to call you right away. I just left the Mercy Medical Group office and while I was there I ran into Dr. Vern Klien. I’ve been trying to see Dr. Klein for weeks! I have time set up with him next week. He mentioned he might be taking over as Chairperson of the Green Cross/Green Shield P&T committee.”

Decision Cindy just left you a voice mail that an important doctor in her territory might be taking over as Chairperson of the Green Cross/Green Shield P&T Committee. Given this news, what is the first action you take?

These were your choices: 1. Look at your calendar and direct Cindy to set up an appointment with you and Dr. Klein. 2. Call Cindy and congratulate her. Ask her to update you after her meeting. 3. Call Georgia, your RD, and develop a plan of action. 4. Direct Cindy to set up an appointment with the two of you and Dr. Klein. 5. Set up a meeting with Cindy and your RD to plan a course of action.

Decision Impacts: Customer Focus Time Management High Level Feedback: As a District Manager you need to constantly balance the multiple demands on your time with the need to build strong internal and external relationships. You want your Reps to have solid relationships with all of their targeted doctors, but it is also important for you to develop these relationships as well. Relying solely on the Rep’s relationships can be risky if the Sales Rep were ever to leave Lupin. Given this, in this situation with an important doctor, you want to meet with the doctor along with Cindy. Cindy is a strong Rep and most likely does not need you at the meeting; your presence is for your own purpose of building a relationship with the doctor to further the doctor’s rapport and connection to Lupin Pharmaceuticals, Inc. and show how customer focused Lupin is with doctors.


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Decision #19: Fellow DM Issue Background

INFORMATION EVENT Today while calling on a large group practice in Derek’s territory which has offices in Danville, VA, another district, you are approached by the office manager. The office manager tells you that Pat Harris (the Lupin District Manager for Virginia, West Virginia and Maryland) was with one of his Reps in the Danville office about two weeks ago. Apparently Pat was pretty pushy with one of the doctors, trying to get him to prescribe more of Suprax and taking too much time. The office manager wants to warn you that if something isn’t done, no one from Lupin will be allowed in any of the offices.

Decision You are happy the office manager let you know about this situation. When you get back to your office, what is the best way to proceed?

These were your choices: 1. Call Pat Harris, the DM, and let him know about the situation. 2. Call the office manager from the other office and ask to speak with the doctor. 3. Call Pat Harris and determine how to follow up with the office, then inform your RD of the

situation. 4. Escalate the situation to Georgia, your RD, and then call Pat Harris, the other DM. 5. Call the other office and see if you can gather information from the office manager there before

talking to Pat Harris.

Decision Impacts: Building Positive Working Relationships Customer Focus

High Level Feedback: In a situation like this it is important to get the whole story, although the customer’s perception is paramount. In following up, the other DM needs to know about the issue so he/she can take accountability in creating a remedy. Being direct is always best, and going over the DM’s head or to another source first is not a recommended approach. In this situation the preferred approach was to call the other DM and discuss a path forward. Just informing the other DM is not enough, there needs to be an action to correct the situation so that it does not impact business results.

Documents

Simulation Decision Feedback Guidelupin.advantexe.com/localsrc/SimulationFeedbackGuide.pdf · Sanjay Ursal David Walker John Cunningham Decision Impacts: Building Positive Working