Job Description

Division

Department

Sub Department 1

Employment Type

Job Purpose

Frame and drive execution of a profitable BU strategy within the assigned geography with the objective of achieving the organization goals

Key Accountabilities (1/6)

Frame, communicate and execute a profitable BU strategy (Sales and marketing) and P&L strategy for the particular division using the available resources to achieve the short term and long term business targets

• Define BU strategy to accelerate growth and pursue profitable growth given India Business priorities
• Finalize targets for the year along with DSH/ RBM & Senior Marketing Manager/ Marketing Manager
• Manage P&L for the business unit
• Forecast and provide recommendations on the therapy areas/geographies/products to invest in
• Set standards for sales processes
• Drive adherence to financial/ regulatory and legal norms within the team
• Review expenses on a regular basis and identify areas for improvement/ reduction in costs
• Identify resource optimization opportunities
• Enable business unit structure

Key Accountabilities (2/6)

Lead the BU by leveraging P&L in terms of resources and expenses in order to achieve the top-line and bottom-line targets

• Customize national therapy strategy for own BU along with DSHs and Marketing Managers
• Collaborate with DSHs and Marketing Managers to execute the strategy
• Provide the team the necessary support for strategy execution
• Jointly conceptualize CME programs, advisory board meetings, conferences, etc. with top doctors in the country
• Recommend new product in the pipeline and drive the launch of the same
• Recommend partnerships and mergers for growth of the business

Key Accountabilities (3/6)

Define the manpower strategy by targeted allocation of people to ensure achievement of region specific targets across divisions

• Ensure optimum deployment of resources, right mix of teams to attain targets
• Lead the acquisition, retaining, rewards, motivation of people, coaching, managerial development, to manage team well, fulfill their objectives
• Analyse reports created by support teams to identify gaps in performance and create plans to bridge the same before they affect business
• Increase efficiencies and reduce redundancies to drive business goals
• Review sales achievement against target, make mid-year corrections to sales plan based on progress
• Enable staffing of the BU structure to leverage value from high-potential territories and support functions.
• Manage the pipeline of talent in the BU
• Identify key talent and ensure they are groomed for future leadership roles
• Drive Cipla's culture within the team and ensure integrity, ethics and compliance

Key Accountabilities (4/6)

Manage internal and external stakeholders to ensure seamless coordination to achieve internal business goals and external customer needs

• Align all relevant stakeholders (finance, portfolio, etc.) to ensure BU strategy is being implemented

• Lead a cross functional team comprising HR, finance, marketing, Sales, distribution etc. to achieve business goals
• Meet and maintain relationships with KOLs, KBLs, chemists, key doctors (national and divisional), distributors, stockists, unions for mutual benefit
• Evaluate requests raised by stakeholders (sponsorship, support, engagement programs, etc.)
• Represent and showcase organization capabilities in industry associations and conferences

Key Accountabilities (5/6)

Key Accountabilities (6/6)

Major Challenges

• Manage and prioritization of tasks across multiple BUs

Effective allocation of tasks, multi-tasking

• Aligning multiple stakeholders to BU thoughts and processes

CFT team work, collaboration

• Crisis management - (e.g., regulatory changes in prices, external environment influences, stock unavailability, etc.)

Reset goals, opportunity assessment, resource allocation

Key Interactions (1/2)

Internal

External

• Finance for P&L
• HR for manpower acquisition
• S&OP for stock status
• Portfolio team for NP pipeline

• Medical societies (e.g. IAP) for congress participation and roll out of national programmes - need based
• Marketing agencies for patient support programmes and market research - need based
• Customer associations (retailers, stockists, etc.) for relationship building and management - frequent

Key Interactions (2/2)

Dimensions (1/2)

• No. of Business Units managed: 2-3
• Team Size: Dependent upon the therapy (super speciality (200-300), speciality (400-600) and mass(1000-2000))
• P&L & Management Contribution (different as per therapies and BUs):

• Speciality & Super Speciality: Rs. 200-500 Cr.
• Mass: Rs. 600 - Rs. 1500 Cr.

Dimensions (2/2)

Key Decisions (1/2)

Decisions Recommendations
Marketing expenses (within the prescribed limits, Rs. 1 lac for each division) Choice of portfolio, new product approval and business cases - to the reporting manager
Hiring up to skip level below, induction and training related decisions Team size and hierarchy - to the reporting manager and one level up
Type of expense at the marketing level and other activities Congress participation and national level customer interventions - to the reporting manager
Routine functional and operating decisions (work plans, etc. for the team) Deviations from P&L (e.g. changes in resources, etc.)

Key Decisions (2/2)

Education Qualification

B.Sc/B.Pharm, preferably with MBA in Marketing

Relevant Work Experience

15+ years of experience of leading a large and geographically diverse sales team in the pharmaceutical industry; Proven sales track record.

Competencies

Sales Strategy, Financial Acumen, Performance Management, Change Management, Strategic Project Leadership, Leading large teams, Building and Nurturing Stakeholder Relationships