Kramer Pharmaceuticals Case Study
Harvard Case Study
Kramer Pharmaceuticals, Inc.
By: Derek A. Newton
Management “Honors” 3300
Section EMWA
Professor Walsh
Kris Bonilla
Daniella DiBenedetto
Fact Sheet: * Company name: Kramer Pharmaceuticals, Inc. * Major manufacturer of prescription drugs. * Sales force of over 500 detailers * Detailers responsible for about 200 accounts * 35 District managers * Detailer: Bob Marsh * Worked for Kramer Pharmaceuticals for 12 years * Territory in Toledo, Ohio * District Supervisors * John Meredith * Bill Couch * Jim Rathbun * Vince Reed * Tom Wilkens * Ted Franklin * Starting Salary $14,000 * Ending Salary $25,000 * Hired under John Meredith * Fired under Ted Franklin
Issues: 1. Expectations 2. Managing Your Boss 3. Coaching 4. Sales Training
Expectations
Although Bob was good in the field and communicating with others, his new supervisors had certain expectations as to how things should be done. Their expectations are one of the issues that caused the management failure in question.
A. Make Bob a Team Leader | B. Orientation | C. Do not focus on his previous record with the company | Pro’s | Con’s | Pro’s | Con’s | Pro’s | Con’s | Bob can see the importance of planning and organizing | Might feel too much of a sense of entitlement | Chance to learn what’s expected of you | Too much information in one day | Supervisors won’t cast immediate judgment | Might fall back into bad habits | Bob can consider a leader’s point of view on his behavior | Might influence others in his group to be disorganized | Get to know company’s culture | Not all information from company is shared | Allows Bob to prove his worthiness | Might not get better | Interact and learn more about other employees | Cause too much self worth | Sense of pride in your company | Not a lot of interaction | Gives bob a chance to change and not be
Kramer Pharmaceuticals, Inc.
By: Derek A. Newton
Management “Honors” 3300
Section EMWA
Professor Walsh
Kris Bonilla
Daniella DiBenedetto
Fact Sheet: * Company name: Kramer Pharmaceuticals, Inc. * Major manufacturer of prescription drugs. * Sales force of over 500 detailers * Detailers responsible for about 200 accounts * 35 District managers * Detailer: Bob Marsh * Worked for Kramer Pharmaceuticals for 12 years * Territory in Toledo, Ohio * District Supervisors * John Meredith * Bill Couch * Jim Rathbun * Vince Reed * Tom Wilkens * Ted Franklin * Starting Salary $14,000 * Ending Salary $25,000 * Hired under John Meredith * Fired under Ted Franklin
Issues: 1. Expectations 2. Managing Your Boss 3. Coaching 4. Sales Training
Expectations
Although Bob was good in the field and communicating with others, his new supervisors had certain expectations as to how things should be done. Their expectations are one of the issues that caused the management failure in question.
A. Make Bob a Team Leader | B. Orientation | C. Do not focus on his previous record with the company | Pro’s | Con’s | Pro’s | Con’s | Pro’s | Con’s | Bob can see the importance of planning and organizing | Might feel too much of a sense of entitlement | Chance to learn what’s expected of you | Too much information in one day | Supervisors won’t cast immediate judgment | Might fall back into bad habits | Bob can consider a leader’s point of view on his behavior | Might influence others in his group to be disorganized | Get to know company’s culture | Not all information from company is shared | Allows Bob to prove his worthiness | Might not get better | Interact and learn more about other employees | Cause too much self worth | Sense of pride in your company | Not a lot of interaction | Gives bob a chance to change and not be