In today’s challenging and highly competitive pharmaceutical market, sales productivity is more critical than ever. Productivity in this context refers not just to being busy but delivering measurable results that align with the organisation’s sales, market share, and profitability goals.
For sales managers, sales leaders, and company executives, improving and sustaining the productivity of medical sales representatives (reps) should be a top priority. The Nigerian pharmaceutical environment has become even more demanding, with factors such as rising costs of operations, price sensitivity in the market, aggressive competition, and shrinking disposable income.
In such an environment, it is no longer sufficient to merely have reps in the field. The emphasis must be on measurable productivity and consistent performance improvement. Here are practical and proven strategies to help achieve this.
- Set clear objectives
Every sales rep should have clearly defined objectives — and these must be more than just monthly or quarterly sales targets. Objectives should encompass key performance indicators (KPIs) such as sales volume, coverage of key accounts, call rates, group-selling activities (such as clinical meetings and CME events), and activities to key prescribers and decision-makers.
Reps should not start their day or week without clear goals. These objectives must be Specific, Measurable, Achievable, Relevant, and Time-bound (SMART). Beyond setting targets, sales managers should communicate the rationale behind each objective and the consequences of not meeting them, ensuring that both rewards and sanctions are understood.
Insist on itineraries
A well-structured itinerary is a vital planning tool and a key indicator of professional discipline in sales management. Sales managers must review itineraries to confirm that they support the broader sales strategy and align with coverage objectives for all key accounts within the territory. An itinerary helps ensure no critical customers are neglected and that the rep’s time is used productively.
However, itineraries should not be rigid. Flexibility is necessary to accommodate evolving market realities — managers should not hesitate to review and adjust itineraries when necessary. Territorial coverage must be balanced with focused, productive calls.
- Actively review field reports
Sales reports are a direct window into the rep’s activities, work ethic, and priorities. A sales manager who does not consistently and critically review these reports is effectively telling the reps that reporting is a mere formality — and this mindset quickly breeds inefficiency, dishonesty, and laziness.
Reports should not only capture activities but also demonstrate the quality of work — listing specific doctors visited, locations covered, products discussed, challenges encountered, and even supporting photos or videos where possible. When managers review reports with care and give constructive feedback, reps take reporting seriously, and the quality of both the work and reports improves.
4.Apply sanctions where necessary
In every sales team, there will be underperformers and those who consistently cut corners. Ignoring this erodes team morale and productivity. Sales managers should not hesitate to apply private sanctions for individual underperformance and public corrective actions when poor performance or undesirable behaviour is widespread.
However, consistency is critical. Avoid favouritism or selective enforcement, as this damages credibility. Reps should know that everyone — including top performers — is subject to the same rules and standards.
- Be firm but fair
Successful sales leadership requires a balance of firmness and fairness. Changing the rules to accommodate favourites or punish perceived adversaries destroys morale and undermines managerial authority. Every action — whether reward or sanction — must be objective, transparent, and justifiable.
- Schedule regular supervision and coaching
A large portion of a sales manager’s time should be spent in the field, directly supervising and coaching reps. Ideally, at least 80 per cent of a sales manager’s time should be field-based, working alongside reps to observe, guide, and mentor them.
Joint calls are particularly useful as they allow managers to assess performance in real-time, offer feedback, and demonstrate effective selling techniques. Regular supervision also reinforces the importance of consistent effort and ensures that the reps feel supported.
- Conduct surprise visits
While scheduled joint calls are important, surprise visits are equally effective. They help sales managers see the true state of fieldwork without the rep having time to prepare or stage-manage their activities. Reps should know that their schedules must align with pre-approved itineraries and that last-minute changes require managerial approval, typically with at least 48 hours’ notice.
Surprise visits also help detect early signs of slacking off and reinforce the message that every day in the field matters.
- Reward results, not just activities
While it is important to track activities, final judgments should always be based on results. Many reps can appear busy — attending meetings, making calls, and filling out reports — but these activities only matter if they translate into measurable sales growth, improved market access, or strengthened relationships with key customers.
Sales managers should resist the temptation to reward hard work alone. Results — in line with defined objectives — must drive both rewards and career progression.
- Use both carrot and stick appropriately
Effective sales management requires a balanced mix of incentives and corrective actions. Exclusive reliance on rewards breeds complacency, while an overly punitive approach creates resentment and demotivation.
Incentives should be structured to reward both individual and team performance, encouraging collaboration while recognising top performers. Sanctions should be applied when necessary to correct behaviour, reinforce standards, and protect team culture.
A manager’s toolkit must include praise, incentives, coaching, feedback, sanctions, and sometimes tough conversations. The goal is to create a high-performance culture where productivity is both expected and rewarded.
Here is an important note: sales productivity improvement is a continuous process requiring clear objectives, careful planning, active supervision, and consistent enforcement of standards. Sales managers who master these principles will build strong, motivated, and result-oriented teams, capable of thriving even in Nigeria’s tough pharmaceutical sales environment.
