Sales Management

at
GlaxoSmithKline GSK
By:
MUHAMMAD TAHA SIDDIQUI (9649) ---- Group Leader

SIDRA NAZ (9075)

MOHIB AHMED (9883)

ARSALAN KHAN (9080)

MUHAMMAD MUBASHIR ALI KHAN (15001)

A project report submitted in partial fulfillment of the requirements for the

Course Sales Management to Mr. Tauseef Iqbal Khan at the Iqra University,
North Campus

Karachi, Pakistan
 Contents

Company introduction 1

Company business model 1

Brands Portfolio and leading categories in terms of market share 2

Sales Team Hierarchy 4

Sales Planning and Forecasting mechanism 5

Sales implementation 6

Recruitment, selection and training of sales team 7

Compensation practices 9

Customer Relationship Management 10

Customer loyalty program 11

Challenges 12

Recommendation 12
 INTRODUCTION
GSK is a multinational pharmaceutical company. GlaxoSmithKline plc (GSK) is a British
multinational pharmaceutical company headquartered in London, England.
GSK Pakistan
GlaxoSmithKline Pakistan Limited was created January 1st, 2001 through the merger of
SmithKline and French of Pakistan Limited, Beecham Pakistan (Private) Limited and Glaxo
Welcome (Pakistan) Limited and stands today as the largest pharmaceutical company in
Pakistan.

GSK is a long established investor in Pakistan. Our legacy company Glaxo Laboratories Pakistan
Ltd. was the first pharmaceutical company to be listed on the Karachi Stock Exchange in 1951.

BUSINESS MODEL
GSK Pakistan operates mainly in two industry segments: Pharmaceuticals (prescription drugs
and vaccines) and consumer healthcare (over-the-counter-medicines, oral care and nutritional
care). In Pakistan, the Company deals in Anti-infective, Respiratory, Vaccines,
Dermatological, Gastrointestinal, Analgesics, Oncology, Urology, Central Nervous System,
Allergy, Cardiovascular and Vitamins therapy areas.

We are committed to our mission of providing patients quality products to help improve the
quality of their lives. Some of our leading pharmaceutical brands include Augmentin, Seretide,
Amoxil, Velosef, Zantac and Calpol and renowned consumer healthcare brands, which include
Panadol, Horlicks, Sensodyne and ENO. Prominent vaccines include Synflorix, Infanrix Hexa,
Rotarix, Engerix-B, Havrix and Priorix Tetra.

Today GSK Pakistan is highly successful business and a market leader by value and volume share
in the country. Major competitors are MNCs such as Abbott, Novartis, Pfizer, Sanofi and local
companies like Getz and Sami. GSK Pakistan has built a competent commercial capability with a
track record of successfully integrating the BMS, UCB, and Stiefel businesses, and building a
diverse and profitable business of over 150 brands.

GSK Pakistan presently employs about 2,300 persons across its Sales, Global Manufacturing
Services (GMS), Pharma division and Consumer Health Care functions.
 Page 1

Brands Portfolio and leading categories in terms of market share

GSK mostly brands lead in Pharmaceutical industry of Pakistan. GSK market share increased
day by day in Pakistan with large market share.

GSK consumer healthcare products are available in over 100 countries and our market share is
increasing globally.

GSK have refined brand portfolio over the past few years to prioritize and focus on key areas in
line with the needs of our customers. Our primary responsibility is to create an environment of
trust by producing/manufacturing products of the highest quality, which is why our customers
keep coming back to us.

GSK have grouped its business into four global categories: Wellness, Oral Health, Skin Health
and Nutrition.

GSK largest category by turnover, wellness focuses products that cover four core areas: Pain
management, Respiratory health, gastrointestinal health.

Some of the GSK leading and well known brands are as under:

Panadol (Pakistan No 1 Brand)

Panadol is Pakistan’s leading brand within the OTC analgesic segment. It is a trusted household
name for effective relief against fever and pain and has been present in the market for over
three decades.

Augmentin

2019 proved to be a landmark year for GSK Pakistan’s legacy brand, Augmentin. It has retained
its leadership position in the anti-infectives market, growing at 23% with more than 31 million
prescriptions and over 41 million units sold. Moreover, Augmentin crossed the PKR 6 Billion
milestone this year, driving 1 prescription every second.

Page 2
Panadol CF
Panadol CF is one of the leading players in the Cold and Flu segment enjoying a strong brand
equity. It is indicated for relief of symptoms of common cold and flu.

Dermovate

Dermovate is a super potent topical corticosteroid (TCS) that is one of the leading brands in the
market. It is an effective therapy for HCPs to treat patients with psoriasis, and difficult to
treat/stubborn cases of all types of steroid responsive dermatoses.

Calpol

Calpol continues to be a trusted brand for fever and pain among Healthcare Professionals. Owing
to its long legacy and reliable quality, Calpol has shown growth in all aspects including value,
volume, prescription, and HCP engagement.

Velosef

Velosef, the 2nd biggest antibiotic brand of GSK Pakistan retained its leadership position in
2019 as the most prescribed Cephalosporin in the country.

Actifed
Actifed is another very strong brand name in the local market and has been present in the
market for decades.

Iodex
Iodex has been available in the market for decades and enjoys a strong brand heritage in
Pakistan.

Page 3
 Sales Team Hierarchy

Director Business Unit

Business Manager

Head of Sales/ National Sales Product Manager/ Brand Manager

Manager

Sales Manager

Regional Sales Manager/ Area Sales Manager

Medical Representative

GSK divided its products into individual segments like Antibiotics group, Urology group, Respiratory
group, General Group. Cardiovascular group, Diabetics Group and nutrition is a GSK different division
which name is GSK health care Division. Each follow above hierarchy level.

Page 4
 Sales planning and forecasting:
Currently, forecasting at GSK is done by statistical method with a mix of judgmental, seasonality
and trending. The sales and marketing teams together with the demand forecasting team looks
at the past 12 months' of sales and response from consumer in term of demand and then make
a decision on what percentage to add for the coming year. The plan is locked for a period of 30
days i.e. No change is allowed for 30 days once the plan is agreed and approved. The
forecasting plan is reviewed on monthly basis. However this is only theoretical. A percentage
growth per year per region is realized. Together using with percentage to increase demand,
seasonality, market intelligence and promotions are used as well.

On the first and second calendar day of each month, the baseline forecast is generated from
tha system. Historical data how the company is performed in terms of sales and the closing
stock is generated. Once the data has been generated, modular consensus forecasting is used
to run a report to forecast what should be produced in next month. Then the 3rd to 7th
calendar day of the month market intelligence is provided by commercial team to modify the
statistical forecast. Once the modification is done, a new forecast is generated. The market
intelligence team gives information such as promotion from other companies, oit of stock of
other companies, new market techniques of other companies and so on. This forecast is then
discusses in commercial review meeting and put into the system. A rolling forecast for 24
months is generated each month.

Once it is put into the system, it is discuss in demand review meeting. In this meeting head of
commercial and head of sales challenge the figures based on previous month and promotions
calendar. Once the final figure has been discussed and agreed upon DRM, they are forwarded
to sop( sales and operations planning process). The plan once put into the system is static for a
period of month. There no change can be made in plan. In the sop, the production planning
team together with the production team discusses what should be supplied and if it is possible
to supply in term of raw materials and packaging as well as machine capacities.

Page 5
 Sales implementation:
GSK set out plans to evolve the way it sells and markets its products to healthcare professionals
to further align the company’s activities with the interests of patients.

During 2014, the company will implement a new compensation system which will apply to all
GSK sales employees who work directly with prescribing healthcare professionals. The company
also intends to begin a consultative process towards stopping direct payments to healthcare
professionals for speaking engagements and for attendance at medical conferences. At the
same time, the company will increase its focus on developing its multi-channel capability and
alternative approaches to enable it to continue to provide appropriate information about its
products and to support medical education for healthcare professionals.

Sir Andrew Witty, CEO of GSK said: “We believe that it is imperative that we continue to actively
challenge our business model at every level to ensure we are responding to the needs of
patients and meeting the wider expectations of society. Over the past five years, this has seen
us take significant steps to increase access to medicines in developing countries and to be more
transparent with our clinical trial data. We’ve also made changes to how we work with
healthcare professionals. Building on this, today we are outlining a further set of measures to
modernize our relationship with healthcare professionals. These are designed to bring greater
clarity and confidence that whenever we talk to a doctor, nurse or other prescriber, it is
patients’ interests that always come first. We recognize that we have an important role to play
in providing doctors with information about our medicines, but this must be done clearly,
transparently and without any perception of conflict of interest.”

Page 6
 Recruitment, Selection & Training of Sales Team:
The stages in the Recruitment & Selection process are outlined below: GSK Says,

Step 1: Application Form

The first step in selection process is our applicable form, which is online. It’s important that you
take the time to get it right. At this stage, we need you to answer some key questions to make
sure candidate meet the requirements that you need to succeed.

You will be asked to demonstrate that you have the qualifications we are looking for through
the questions asked. We also need you to tell us some practical things, like whether you have
the right to work in the country you are applying for. Our recruitment teams will be checking
through your application form, so it’s important the information you give us is accurate. We
encourage you to submit your application form as soon as possible as we will start screening
straight away.

Step 2: The World of GSK online assessment

If your application form and previous experience meets what we are looking for, we will invite
you to the next stage of the process which is an online assessment. This poses situational
questions so we can assess the way you think through scenarios as well as giving you an insight
into what life at GSK is like. You will hear from some GSK employees who are currently on talent
programs. This online assessment will take between 45-60 minutes in total to complete. You
will receive a feedback report detailing how you got on in this stage.

Step 3: First Round Interview

There’s only so much we can learn about you through your application form and online
assessment results. So to get a good understanding of you as an individual, the next stage of
the process is an interview. The majority will be telephone interviews, some business areas
choose to do face to face interviews or use video technology. Essentially, this is your chance to
tell us directly about who you are, what you know and why you’re the right person to join us. It
will also give us a valuable insight into the skills relevant for the role and what drives you. Once
you have completed your interview we will Endeavour to let you know if you have been
successful in getting through to the next stage as soon as possible. Most first round interviews
will take place from mid-October to early November 2017. These are conducted by the local
market that you are applying to.

Page 7
Step 4: Assessment centre

If we’ve invited you to be assessed in person, you should consider it an achievement to have
made it so far. But there’s still more you’ll need to achieve before we can make you an offer.
The assessment centre is a one and a half day event (Day 1: 3pm-5pm, Day 2: 8am-5.30pm). On
Day 1 you’ll receive a presentation about GSK and go out for a meal with current GSK
employees. On Day 2 you’ll spend a full day taking part in some inspiring activities that will give
you a real flavor of what it’s like to work in our world-leading healthcare organization. During
your time here, we’ll ask you to take part in group exercises and individual exercises. It’s all
designed to bring out the best in you, and show you why GSK is such an exceptional place to
work. Our assessment centre is a two-way process and we want to make sure it’s a valuable
experience for everyone. For you, it’s the chance to ask us questions, meet potential future
colleagues and see our working culture for yourself. For us, it’s an exceptional opportunity to
see how you respond to a wide range of challenges and situations. Candidates will be advised of
the outcome of the assessment centre within ten days. Assessment centre dates are displayed
on each job description.

Timings through each stage of the process

As you may expect, we do receive many applications for the Esprit Program, and whilst we
would like to make contact with you immediately after each stage regarding progress, this isn't
always possible. Therefore, this process flow has been designed to allow you to quickly identify
the status of your application and next steps.

And Finally

Should you not be successful for the scheme we urge you to continue to visit the GSK website
at http://www.gsk.com to view all the open vacancies in the company as a new position and
posted daily basis.

During recruitment process both communication and intellectual skill should be considered but
in GSK their main focus is only based upon the communication ability of an individual when
hiring or recruitment.

The major account or key account is mainly maintained by a separate sales person that is the
company CEOs, Director, Manager. In GSK key account are managed by same sales rep that are
also catering all other customer within the particular territory.

Page 8
Training:

The new sales rep is given a training of five weeks. This involves company orientation, teaching
selling methods and most importantly product knowledge. A GSK sales rep is given extensive
product knowledge and is regarded as a specialist.

Compensation Practices for Direct Sales Force Team:

The company only focuses upon external motivation of the employees such as increment in
salary and bonuses and fails to focus on internal motivation like self recognition, employee
empowerment, training and specialization in different kind of sales activities and participation
in decision making process.

GSK announced its incentive program for sales representatives in certain countries. These
changes reflect the growing shift in GSK’s portfolio to innovative Specialty Care products,
including oncology. They will allow the Company to attract and retain the best sales force
talent, enhancing the quality of its dialogue with healthcare professionals (HCPs) and helping
those better serve patients. The changes uphold its ethical and values-led approach to HCP
engagement, in full compliance with laws and policies, whilst supporting delivery of strong
performance.

Page 9
 Customer Relation Management
 Contact Management
 Flexible Security & Access Permissions
 Billing & Invoicing Functionality
 Data Reporting
 Mobile CRM including a Mobile App and Alerts
 Sales Performance Management
 Manage each customer case individually and efficiently to improve customer
satisfaction levels.

 Pharmaceutical and health-care company GlaxoSmithKline has been searching for an e-

customer relationship management system to manage its consumer interactions. The company
says it thinks its found that system in Astute Solutions' Power-Center system. GlaxoSmithKline
says it has implemented the Columbus, Ohio-based solutions company's system to streamline
consumer communications and allow various sites to access key consumer information. Astute
partnered with UK-based GlaxoSmithKline to ensure the system met FDA requirements the
health-care company is held to. "The ability to track and report on consumer issues and trends
will greatly increase our ability to meet internal customers' needs," says Doug Cox, vice
president of marketing services, GlaxoSmithKline. "We will rely on the Power-Center system to
help maintain and increase consumer loyalty." GlaxoSmithKline says it typically receives
consumer inquiries via telephone, e-mail, or fax. With Power-Center, inquiries from multiple
communications channels will be integrated into one consumer information system. The
system will be used by about 70 GlaxoSmithKline employees in several locations responsible for
handling issues and questions for over 22 product lines, the company says.

Page 10
 Customer loyalty program
Recognizing best performers who help deliver strategic priorities in line with our values is the
cornerstone of our global reward philosophy. At GSK Consumer Healthcare-India every
individual or team effort is recognized and we never fail to reward performance that drives
growth. As an employer of choice, GSK Consumer Healthcare employee is happy to celebrate
your individual accomplishments that have contributed to the success of the organization

As an employer of choice, GSK Consumer Healthcare employee is happy to celebrate your

individual accomplishments that have contributed to the success of the organization. 

What do we have for you?
We have developed a positive work culture based on acknowledgement and recognition of
individual achievements as well as tangible benefits and reward packages for employees. We
focus on ensuring that our approach is consistent throughout the organization’s operations
globally, and that they are aligned with our corporate values. Our R&R program is benchmarked
against industry standards and customized to meet your career progression requirements.

Our compensation and rewards package includes:

 A competitive base salary
 An annual bonus that rewards you for your individual contribution to our strategy, as
well as business targets
 Benefit programs designed to support you and your family
 Employee recognition programmes which reward exceptional achievement.
 A performance and development program that helps you identify what you need to do,
and the behaviors you need to demonstrate, to achieve success.

Page 11
 Challenges:
Every organization faces the challenges, GSK is a well known organization & it faces multiple challenges
on daily basis. Here a list of few challenges is discussed below:

Multiple GSK products and vaccines are now exposed to competition from generic medicines and also
some of the blockbuster products are reaching maturity. This can affect sales for GSK. Another challenge
for GSK is:

Intense competition in the industry: GSK’s products in consumer care as well as pharmaceuticals are
subject to intense industry competition which not only limits market share but gives rise to price wars.

Recommendation:
We have found that there is a communication gap in the process of GSK which means that the
employees are not able to communicate with upper management.

The incentives given at GSK are an only cash incentive that includes bonuses; while other incentives such
as medical, health insurance, conveyance etc, are not given. These other incentives are also as
important as cash incentives and must be given to the employees who will make their life much easier
and stress free.

Page12