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Тема №3: Определение менеджером стратегий работы на территории и постановка бизнес цели на основе анализа ее потенциала

Учебный модуль №1. Грамматика:
Модальные глаголы английского языка

Модальность – выражение отношения говорящего к происходящим действиям. Модальные глаголы – одно из средств выражения отношения к происходящему. Модальные глаголы выражают:

В английском языке модальные глаголы can и must не имеют формы будущего времени.

Значение глагола can в будущем времени передается его эквивалентом to be able to, обозначающим «быть в состоянии сделать что-либо».

Для выражения необходимости совершить какое-либо действие в будущем вместо must употребляется глагол -to have to.

В общении с руководителями следует иметь в виду, что формы прошедшего времени глаголов can = could и may = might не только служат для выражения собственно прошедшего времени, но и используются для придания вашим обращениями и просьбам дополнительной вежливости и большей деликатности.

Например:

Can I take it? Мне можно это взять? (формальная просьба)

Could you do me a favour? Не могли бы Вы оказать мне услугу?

(большая степень вежливости).

В разговорной речи вместо глагола -have to часто употребляется выражение have got to (с последующим инфинитивом=неопределенной формой глагола), которое обычно передает действие, относящееся к будущему.

Учебный модуль №2. Текст:
Тerritory management: promotional strategies and business objectives

An effective management of the territory for the regional manager starts with an objective evaluation of territory potential. The first thing to do is to compare with each other several key marketing indicators reflecting the territory potential in terms of sales and market share growth. They are:

• relevant* market growth (relevant* means a specific therapy group segment for our product);

• our product sales growth;

• our product market share growth.

Each of the key market indicators mentioned above must be compared in terms of time (for example 2020 vs 2019) and in terms of territory (for example region vs region/or region vs country) for better understanding of a territory potential.

At this stage of territory analysis a regional manager is recommended to use BCG-Matrix (developed by Boston Consulting Group specialists) to visualize potential business strategy for a product/business in a territory (see picture below). A Business Strategy – is a justified concentration of promotional resources to reach the appropriate objectives in the appropriate market environment.

As you can see BCG-Matrix has two scales where a vertical one represents relevant market dynamics in percent (for example, 2020 vs 2019) and horizontal scale represents our product market share (for example, for 2020) also in percent. The lines marked red in the BCG-Matrix dividing it into four segments are relevant market dynamics for the country and our product market share for the country. They give us the benchmark for further analysis of our territory potential vs the country potential.

As you can see in the picture above there are basically four main business strategies for a territory:

1. The strategy of driving the business (upper left segment of BCG-Matrix) is chosen when the relevant business grows up (above the country) while our market share is small (lower than in the country). Under these circumstances, it is reasonable for the company to invest high promotional resources to drive the market share and to boost our sales. The strategy of driving the business requires very high resources because it is aimed at reaching high coverage of A and B customers (with low loyalty to our products) high call frequency and big number of group promotional activities (medical conferences, round table discussions, group presentations). The average balance between individual calls and group promotional activities is not less than 6+2 for each physician where the first number (6) reflects individual calls and the second – participation of each physician in group promotional activities. This balance (6+2) is calculated for a promotional cycle equal to three months.

2. The strategy of defending the business (upper right segment of BCG-Martix) is chosen when the relevant business dynamics in the territory is growing or standing still while our market share is high. In such circumstances our business objective is to aim the necessary promotional resources at active defense of the gained market share against our competitors. The strategy of defending our business means a certain limitation of individual calls to high potential customers with high loyalty to our products in favor of group promotional activities: medical conferences, round table discussions and group presentations. The average balance between individual contacts and participation of customers in group promotional activities does not exceed 2+3 per promotional cycle (three months).

3. The strategy of supporting the business (the low right segment of the BCG-Matrix) is chosen when the relevant business dynamics in the territory is standing still or falling (below country level) while our market share is still high. In such circumstances our business objective is to aim the necessary promotional resources at the defense of the gained market share against our competitors. But unlike previous strategy (=defending business) the strategy of supporting business means even bigger limitation of individual calls to high potential customers with high loyalty to our products in favor of group promotional activities: medical conferences, round table discussions and group presentations. The average balance between individual contacts and participation of customers in group promotional activities does not exceed 1—2+3 per promotional cycle (three months).

4. The strategy of presence in the territory (low left segment of BCG-Matris) is usually chosen when the relevant market in the territory stagnates or is falling while our market share is low. Under these circumstances the investment of significant resources in the territory in terms of return of investment (ROI indicator) is not justified. The objective of this strategy is to limit the promotional resources to a reasonable minimum of less expensive promotional activities to ensure high coverage. When business environment in the territory changes, for example it starts to grow up the business strategy changes accordingly, for example from presence to driving the business. Thus following the strategy of presence the MRs and KAMs call on customers with low coverage and frequency and concentrate their attention to group activities to detail the company products. The average balance between individual contacts and participation of customers in group promotional activities is close to 1+1 or even 0+1.

Sometimes when the regional manager is short of promotional resources and the relevant business dynamics is falling down the company is forced to implement the strategy of withdrawal when MRs and KAMs have to stop calling on potential customers (even A and B categories).

Now when we understand the main business strategies and their objectives and we are fully ready to analyze some particular territory/city business potential. In order to do it let us place some territories/cities business indicators given in the table below into the BCG – Matrix.

Please be ready to analyze business potential of every city in the BCG-Matrix and give your arguments and proofs presenting their business strategies.

When the strategy for a territory is determined a regional manager can set a business objective for this territory for the next year or promotional cycle. Business objectives are usually set in terms of market share (in percent) and in sales volume (in money/packages).

Let us do it together, for example, for BLUE city. As we can see this city is placed in the upper left segment of the BCG-Matrix which means that it has very high business potential (compared to business potential of the country). Our main conclusions are:

• relevant business dynamics in this city is 3,5 times higher than in the country (41% vs 12%);

• our product market share is less than in the country (9% vs 11%) which means that it can be increased;

• our sales in this city are comparable with sales in GREEN and ORANGE and exceeds our sales in GREY, RED;

• Relevant market in this city exceeds all other citied (even YELLOW one) except WHITE and GREEN (=very big business potential).

If positive tendencies of business development in BLUE city remain (relevant market dynamics growth) the regional manager can set the following business objectives:

• MAX objective in terms of our product market share – to reach 15% of relevant market share;

• MIN objective (if business development in the city is unstable) – to reach 12% of relevant market share.

Now that we know our business objectives in terms of market share and have a forecast for the relevant market for the next year (let’s say +10% growth vs this year = 4,2 mln. RUB) we can easily calculate our MAX sales objectives in BLUE for the next year: 4,2 mln. RUB x 15% = 0,62 mln. RUB. Our MIN sales objectives will be: 4,2 mln. RUB x 12% = 0,5 mln. RUB.

Учебный модуль №3. Новые слова

Учебный модуль №4.
Работа над текстом и грамматикой

Задание №1: Прочитайте и переведите текст с опорой на аудиозапись.

Задание №2: Устно ответьте на следующие вопросы с опорой на текст:

1. What is the first step in the territory management?

2. What are the key marketing indicators reflecting the territory potential?

3. How should manager compare the key marketing indicators?

4. What is the result of comparison of key marketing indicators in terms of time (one year vs another)?

5. What is a business strategy?

6. What business strategies do you know?

7. When does a regional manager choose the strategy of driving the business?

8. What is the strategy of driving the business aimed at?

9. What are the main elements of strategy of driving the business?

10. What can you say about the balance between individual contacts and group promotional activities in the strategy of driving the business?

11. In what circumstances is it reasonable for the company to invest high promotional resources in the territory?

12. In what circumstances is it not reasonable for the company to invest high promotional resources in the territory?

13. When is the strategy of defending the business chosen?

14. What is the objective of the strategy of defending the business?

15. What does the strategy of defending the business mean for the regional team?

16. What does the strategy of defending the business mean in terms of promotional activities?

17. What is the average balance between individual contacts and group activities for the strategy of defending the business?

18. Why is the investment of significant resources for the strategy of presence in the territory not justified?

19. What is the main form of promotional activity for the strategy of presence?

20. When does the regional manager start to implement the strategy of withdrawal in the territory?

Задание №3: Устно завершите приведенные ниже фразы с опорой на текст:

1. An effective territory management starts with…

2. For effective territory management the first thing to do is…

3. The key marketing indicators for an effective territory analysis are ….

4. Each of the key market indicators is analyzed in terms…

5. To visualize a potential business strategy for a product/business in a territory managers are recommended…

6. BCG-Matrix was developed by…

7. A Business Strategy – is…

8. Two main scales of the BCG-Matrix represent…

9. The lines marked red in the BCG-Matrix show…

10. Each of the four segment of the BCG-Matrix…

11. The main business strategies for a territory are…

12. An important benchmark for business potential analysis…

13. The strategy of driving the business is chosen when…

14. For the strategy of driving the business it is reasonable…

15. The strategy of driving the business is aimed at…

16. The average balance between individual calls and group promotional activities for the strategy of driving the business…

17. This balance (6+2) is given for…

18. The strategy of defending the business is chosen when…

19. For the strategy of defending the business it is reasonable…

20. The strategy of defending the business is aimed at…

21. The average balance between individual calls and group promotional activities for the strategy of defending the business…

22. The strategy of supporting business means…

23. Sometimes when the regional manager is short of promotional resources and the relevant business dynamics is falling down…

24. If you want to analyze some real territory potential and business strategy…

25. A regional manager sets business objective for this territory for…

26. Business objectives are usually set in terms of…

27. A regional manager sets MAX objectives for the territory when…

28. A regional manager set MIN objectives for the territory when…

29. A regional manager first sets objectives …. and then ….

30. Sales objectives can easily be calculated…

Задание №4: Устно прореагируйте на следующие реплики. Исправьте утверждения, не соответствующие содержанию текста:

1. An effective territory management starts with deep business analysis.

2. For effective territory management the first thing to do is to get a marketing forecast.

3. The key marketing indicators for an effective territory analysis are relevant market and our product sales.

4. Each of the key market indicators is analyzed in terms of time (year vs year) and in terms of territory (a smaller territory vs a bigger territory).

5. To visualize potential business strategy for a product/business in a territory managers are recommended to analyze a market forecast.

6. BCG-Matrix was developed by a group of American market specialists.

7. A Business Strategy is a process of setting business objective for some territory.

8. Two main scales of the BCG-Matrix represent relevant market and our sales.

9. The lines marked red in the BCG-Matrix show average country indicators.

10. Each of the four segment of the BCG-Matrix represents some business strategy.

11. The main business strategies for a territory are the strategy of attack and the strategy of defense.

12. The strategy of driving the business is chosen when the relevant business falls down and our market share is high.

13. For the strategy of driving the business it is reasonable to save resources.

14. The strategy of driving the business is aimed at increasing our market share.

15. The average balance between individual calls and group promotional activities for the strategy of driving the business should be about 3+3.

16. The strategy of defending the business is chosen when the company needs to keep our market share.

17. For the strategy of defending the business it is reasonable to invest a lot of resources in the territory.

18. The strategy of defending the business is aimed at increasing our market share.

19. The average balance between individual calls and group promotional activities for the strategy of defending the business is about 6+2.

20. The strategy of supporting business means that we make emphasis on group promotional activities.

21. Sometimes when the regional manager is short of promotional resources and the relevant business dynamics is falling down the company can implement the strategy of driving the business.

22. If you want to analyze some real territory potential and business strategy you need reliable information.

23. A regional manager sets business objective for this territory for the period of three months.

24. Business objectives are always set in terms of sales/money.

25. A regional manager first sets objectives in terms of sales and only then in terms of market share.

Задание №5: Письменно поставьте повествовательные предложения в отрицательную и вопросительную форму:

1. An effective territory management starts with deep business analysis.

2. The regional manager has analyzed the key marketing indicators for a business strategy.

3. All key market indicators must be analyzed in terms of time (year vs year) and in terms of territory.

4. BCG Matrix is recommended to visualize potential business strategy for a product/business.

5. BCG-Matrix was developed by a group of Canadian market specialists.

6. A Business Strategy is a process of setting business objective and calculating promotional resources for the territory.

7. Two main scales of the BCG-Matrix represent relevant market and our product market share.

8. The lines marked red in the BCG-Matrix show the average country indicators in relevant market dynamics and in our product market share.

9. Each of the four segment of the BCG-Matrix represents some business strategy.

10. The most ambitious business strategy for a territory is the strategy of driving the business.

11. The strategy of driving the business is chosen when the relevant business grows and our market share is small.

12. For the strategy of driving the business it is reasonable to invest a lot of resources.

13. The strategy of driving the business is aimed at increasing our market share.

14. The average balance between individual calls and group promotional activities for the strategy of driving the business should be about 6+3.

15. The strategy of defending the business is chosen when the company needs to keep our market share.

16. The average balance between individual calls and group promotional activities for the strategy of defending the business is about 3+3.

17. The strategy of supporting business means that we make emphasis on group promotional activities.

18. Our company is ready to implement the strategy of driving the business.

19. You need reliable information.

20. A regional manager sets business objective for this territory for the period of three months.

21. Business objectives are always set in terms of sales and money.

22. A regional manager first sets objectives in terms of sales.

Задание №6: Письменно задайте вопросы к подчеркнутым словам в предложении:

1. An effective territory management starts with deep business analysis.

2. The regional manager has analyzed the key marketing indicators for a business strategy.

3. All key market indicators must be analyzed in terms of time (year vs year) and in terms of territory.

4. BCG Matrix is recommended to visualize potential business strategy for a product/business.

5. BCG-Matrix was developed by a group of Canadian market specialists.

6. Two main scales of the BCG-Matrix represent relevant market and our product market share.

7. The lines marked red in the BCG-Matrix show the average country indicators in relevant market dynamics and in our product market share.

8. Each of the four segment of the BCG-Matrix represents some business strategy.

9. The strategy of driving the business is chosen when the relevant business grows and our market share is small.

10. For the strategy of driving the business it is reasonable to invest a lot of resources.

11. The strategy of driving the business is aimed at increasing our market share.

12. The average balance between individual calls and group promotional activities for the strategy of driving the business should be about 6+3.

13. The strategy of defending the business is chosen when the company needs to keep our market share.

14. The strategy of supporting business means that we should make emphasis on group promotional activities.

15. Our company is ready to implement the strategy of driving the business.

16. You need reliable information.

17. A regional manager sets business objective for this territory for the period of three months.

18. Business objectives are always set in terms of sales and money.

19. A regional manager first sets objectives in terms of sales.

Учебный модуль №5.
Слова и выражения для диалогов по теме

Задание №8: Устно ответьте на вопросы, используя фразы в скобках:

1. Did you get me? (Yes, I got you. No, I didn’t get you. I’m afraid not. I don’t think I did. Not at all. Yes, certainly.)

2. Did I get you right? (Not quite. I don’t think you did. Quite right. No, I am afraid you got me wrong. I believe so. Looks like that. No, this is not the point.)

3. Are you following me? (Yes, certainly. I think so. I don’t think I am. I’m afraid not. Not quite.

4. Where were we? (You were telling me about… You were speaking about… I was telling you about… We were discussing …You were going to say something about…)

Задание №9: Отвечая устно на приведенные ниже высказывания, используйте следующие фразы:

 
I mean to say that…                       It’s like this…
I meant to say that…                      As a matter of fact…
The matter is that…
 

1. I’m afraid I didn’t get you.

2. Did I get you right?

3. I beg your pardon?

4. Pardon?

5. I didn’t quite get you.

6. I am afraid it doesn’t make sense to me.

Задание №10: Подберите устно соответствующие друг-другу высказывания в различных частях таблицы. Закончите фразы в правой колонке:

Задание №11: Письменно приведите высказывания, соответствующие следующим фразам:

Model: …you didn’t understand the person you are talking to?

If I didn’t understand the person I am talking to I would say: I beg your pardon?

…you want someone to repeat what he said because you didn’t understand (hear it)?

…you are not sure the person you are talking to understands what you are saying?

…you want somebody to give additional explanation?

…you don’t remember what you were talking about when you were interrupted?

…you don’t know how to express some idea?

Задание №12: Письменно переведите следующие предложения на английский язык:

1. Андрей Титов – хороший медицинский представитель. Я в этом с Вами совершенно согласен.

2. Он часто работает в офисе. Я в этом с Вами не согласен, потому что Андрей всегда работает в «поле».

3. Я думаю, что презентация займет (will take) около получаса. Вы правы.

4. Могу ли я доехать (get …) до поликлиники автобусом? Конечно.

5. Мы будем работать на выставке? Само собой разумеется.

6. У нас достаточно времени еще на один визит? Совсем нет.

7. Это так трудно. Наоборот, это очень легко.

8. Сегодня вторник. Простите, но сегодня среда.

9. Когда состоится цикловая конференция компании? Понятия не имею.

10. Доктор выписал несколько рецептов. Похоже на то.

11. Я правильно Вас понял? Боюсь, что нет. Я хотел сказать, что это невозможно.

12. Боюсь, что я Вас не понял. Говорите, пожалуйста, по существу.

13. Простите (я Вас не расслышал)? Собственно говоря, это не так важно.

14. На чем мы остановились? Вы говорили мне о своих планах на следующую неделю.

15. Простите, я Вас не понял. Ну, как бы это сказать. Дело в том, что все это довольно необычно.

16. Это не имеет смысла. Пожалуйста, говорите по существу.

17. Вы знаете, что он хотел сказать? Да, дело в том, что он нашел несколько новых медицинских учреждений на своей территории.

18. Не знаю, как это выразить. В сущности говоря, он прав.

19. Не в этом дело. Дело в следующем.

Задание №13: С опорой на новые слова подготовьте краткий диалог (3—4 вопроса/ответа) на тему: Матрица BCG – инструмент для выбора стратегии бизнеса на территории.

Задание №14: С опорой на новые слова подготовьте краткий диалог (3—4 вопроса/ответа) на тему: Основные бизнес условия для выбора стратегии развития бизнеса на территории.

Задание №15: С опорой на новые слова подготовьте краткий диалог (3—4 вопроса/ответа) на тему: Как поставить бизнес цель для территории в рамках выбранной промоционной стратегии.