Course Overview

CPM-421: Field Sales Management (3 Credits)
Program(s): CMR and CPM

COURSE CONSULTANTS

SECOND EDITION:

William C. Johnson, PhD
Professor of Marketing,
Huizenga School of Business and Entrepreneurship,
Nova Southeastern University
Ft. Lauderdale, Florida

Deborah L. Stewart
Medical Sales Program Manager
Center for Sales Innovation
College of St Catherine
St. Paul, Minnesota

Graduate Supplement
CPM-5421
To earn graduate-level credit, this supplement and course CPM-421 must be successfully completed.

Click here for more information about graduate-level credit.

Who Should Take This Course:
District managers, experienced sales representatives, or others who would benefit from an understanding of how to build, develop, and achieve results through a district team, and skills needed to manage a district as a business.

Career Applications/Benefits:
Pharmaceutical company district managers have challenging but rewarding positions. They must manage their districts as businesses efficiently and productively so that they achieve district sales goals while contributing to the goals and visions of their regions and companies. In order to do this, district managers build, develop, and lead teams of representatives who are expected to manage the business within their territories in a similar manner. This course provides valuable information needed to successfully meet the challenges encountered by district managers on a daily basis.

Course Description:
This course differentiates between the competencies that are required for the positions of territory representative and district manager. It explores the district managers’ need for leadership skills and examines responsibilities related to building effective district teams, including attracting, screening, and selecting territory representatives for their teams, and team development. The course focuses on how district managers can achieve results through their territory representatives by motivating, measuring performance, training, coaching, mentoring, and facilitating district meetings. It concludes by examining how district managers can manage their districts as businesses by analyzing sales situations, creating business plans, managing resources, managing change, and coordinating with other groups and divisions.

Prerequisites:
Managing Business Communication Managing People	Pharmaceutical Marketing Principles in Pharmaceutical Management
Related Courses:
• The 21st Century Physician • Business and Strategic Planning • Managing Business Communication	Managing People Principles of Pharmaceutical Management The Value of Pharmaceuticals

Chapter Content:

Chapter 1: Identifying District Manager Competencies
	Sales and Management Competencies Leadership: The Most Important District Manager Competency
Chapter 2: Building an Effective District Team
	Attracting the Appropriate Candidates Screening and Selecting Candidates Team Development and Management
Chapter 3: Achieving Results Through the Team
	Training, Coaching, and Mentoring Motivating Territory Representatives Measuring Performance Facilitating District Meetings
Chapter 4: Managing the District as a Business
	Analyzing the Sales Situation Creating and Implementing a Business Plan Managing Resources Managing Change Collaborating With Other Groups and Divisions
Case Study
	Meeting the Challenges of a District Manager

Learning Objectives:
Upon successful completion of this course, the student will be able to differentiate between skills and competencies that are required for the positions of healthcare representative and district manager; identify and explain the leadership skills that are needed by district managers; explain the district managers’ responsibilities related to building an effective district team, including attracting, screening, and selecting territory representatives for their teams; characterize the district managers’ responsibilities in team development; explain how district managers can achieve results through their territory representatives; characterize the role of the district manager in training, coaching, mentoring, motivating, measuring performance, and facilitating district meetings; and explain how district managers can manage their districts as businesses by analyzing the sales situation, creating business plans, managing resources, managing change, and coordinating with other groups and divisions.