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Case Details:

Case Code : HROB094
Case Length : 8 Pages
Period : Not Applicable
Pub Date : 2007
Teaching Note :Not Available
Organization : Not Applicable
Industry : Pharmaceutical
Countries : India

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This case study was compiled from generalized experience of the authors, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source. 

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Barun Mukherjee (Barun) was a Regional Manager (RM) at DrugPharmz, a mid-sized pharmaceutical company in India. He had joined this company a year earlier. During one year, he had witnessed a high attrition rate in his sales team, and found it difficult to find suitable people who could fill up these vacancies.

This had resulted in decreased revenues and non-fulfillment of the sales targets for his region. The senior management at DrugPharmz did not entertain this as an acceptable excuse for non-performance, as they felt that it was the RM's responsibility to manage employee turnover and find suitable replacements. Barun began to wonder whether his own management style had anything to do with this state of affairs. Barun had a total work experience of 10 years in the pharmaceutical industry.

Before joining DrugPharmz, he had worked for nine years with Medicines India, another reputed pharmaceutical company. His service record at Medicines India had been reasonably good. In particular, his stint of five years as an Area Manager (AM) in that company had been exceptional; he had been viewed as a strong AM by his management as well as by the competitors. As an AM, he had seldom missed his sales targets, and had gained the reputation of an AM who pushed his team members to the limit and achieved the sales objectives irrespective of the obstacles. This new assignment was his first as an RM, and Barun had jumped at the opportunity when it came his way.

DrugPharmz was in the process of re-launching its operations in West Bengal.1 The company used to do brisk business in West Bengal five years earlier, but due to certain operational issues as well as problems at the corporate level, the company had stopped its operations in West Bengal as well as eight other states of India.

Three years back, DrugPharmz's top management had felt that the internal problems had been sorted out; they decided to resume operations in all these nine states. The market in West Bengal, with its large population, was of particular importance to the company. The top management felt that the company could quickly regain its lost ground in West Bengal as it already had an established reputation in this market...

1] West Bengal is a state in the eastern part of India. The population of the state is 80.22 million as per the 2001 Census of India. Though it occupies only 2.7 percent of the India's land area, it supports over 7.8 percent of Indian population, and is the most densely populated state in India.


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