KHL: Consulting for Managing Sales Force Attrition (A) (Record no. 52413)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 02625nam a2200241 4500 |
| 003 - CONTROL NUMBER IDENTIFIER | |
| control field | OSt |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20190810144627.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 190810b ||||| |||| 00| 0 eng d |
| 100 ## - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Nair, Unnikrishnan K |
| 9 (RLIN) | 34159 |
| 245 ## - TITLE STATEMENT | |
| Title | KHL: Consulting for Managing Sales Force Attrition (A) |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | S25–S43 p. |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc | Kalpak Healthcare Limited (KHL), a large pharmaceutical company in the southern part of India, once faced severe sales force turnover in its Life Branded Medications SBU, popularly called the Branded SBU (B-SBU). It became an issue of highest concern to the top management of KHL; so they appointed a team of consultants from a premier management school in the region to study the issue and recommend possible solutions and strategies. Over a period of 6 months, the consultants conducted extensive research—studying internal company records, analysing the industry and external environment, gathering qualitative data through in-depth interviews (DIs) and focus group discussions (FGDs) among KHL employees and executing a division-wide quantitative survey labelled as Manpower Mood Meter (M3) among the field executives—and finally came up with recommendations.<br/><br/>The case is organized as two independent, successive ones—A and B. Case (A) describes the consultants’ engagement with KHL and ends with them pondering over the types of analyses to be done with the huge volume of data they had collected. Case (B) details the kinds of analyses they actually do and the inferences they draw. The set of recommendations the consultants finally make to the KHL top management is given in the epilogue of the teaching note. The critical value of this case lies in its ability to open up the students’ minds to the dynamic interplay of multiple factors—individual, managerial, organizational, industrial-contextual and historical—that holistically affect a phenomenon like ‘attrition’ in organizations. This could perhaps also be one of those rare cases that makes use of the principles of System Dynamics in a real, applied and combined context of marketing and human resource (HR) management. |
| 653 ## - INDEX TERM--UNCONTROLLED | |
| Uncontrolled term | Sales Force Attrition |
| Uncontrolled term | Retention Strategies |
| Uncontrolled term | Sales Organization |
| Uncontrolled term | System Dynamics |
| Uncontrolled term | Vicious Cycle, Management/HR Consulting, |
| Uncontrolled term | Pharmaceutical Industry |
| Uncontrolled term | Herzberg’s Hygiene-Motivator Theory |
| 700 ## - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Purani, Keyoor |
| 9 (RLIN) | 29219 |
| 773 0# - HOST ITEM ENTRY | |
| Host Biblionumber | 26021 |
| Host Itemnumber | 74233 |
| Main entry heading | SHAIKH, SHAZIB |
| Edition | maharashtra |
| Place, publisher, and date of publication | Sage Publication NEW DELHI |
| Other item identifier | 55510103 |
| Title | Asian Journal of Management Cases |
| International Standard Serial Number | 0972-8201 |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Source of classification or shelving scheme | Dewey Decimal Classification |
| Koha item type | Management Cases |
| Withdrawn status | Lost status | Source of classification or shelving scheme | Damaged status | Not for loan | Home library | Current library | Date acquired | Total Checkouts | Full call number | Barcode | Date last seen | Price effective from |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Dewey Decimal Classification | Main Library | Main Library | 10/08/2019 | Vol 15, Supplement Issue Nov.18/ 55510103CSD3 | 55510103CSD3 | 10/08/2019 | 10/08/2019 |