Job Description

Job Title: SBU Head - Revitalite

At Sun Pharma, we commit to helping you “Create your own sunshine”— by fostering an environment where you grow at every step, take charge of your journey and thrive in a supportive community.

Are You Ready to Create Your Own Sunshine?


As you enter the Sun Pharma world, you’ll find yourself becoming ‘Better every day’ through continuous progress. Exhibit self-drive as you ‘Take charge’ and lead with confidence. Additionally, demonstrate a collaborative spirit, knowing that we ‘Thrive together’ and support each other’s journeys.”

Job Summary


SBU Head would be required to develop and Monitor sales & marketing strategy to drive profitable growth with increased market share. Oversee brand strategies and drive key brand market share and prescription share increase. Implement best-in-class sales & marketing practices with a drive for innovation. The role also requires the incumbent to develop leaders who can shoulder the growth of the business. The role requires the incumbent to ensure that the business unit delivers profitability objectives.

Accountability

MAJOR ACCOUNTABILITIES

TIME SPLIT

SUB-ACCOUNTABILITIES

Financial



Accountabilities

20%


10%


20%

  • Revenue - Achievement of HO Objective
  • Key Brands/ Portfolio - Achievement of HO Objective
  • Profitability as per P&L- Net Profit Absolute Value

    • Market Share & Growth Objective

    10%

  • SBU/ Brand Market share Gain/ SBU or Brand growth Vs PM growth

    • Prescription Progress

    10%

  • Y-o-Y increase in Rx

    • Weak State Market Share

    5%

  • % of field budget or MS to improve by 1%

    • Brand Management

    10%

  • Implementation of the marketing plan. Drive Digital initiatives & Incremental Innovations

    • NDAC / KOL Engagement

    10%

  • Meet the NDAC/ KOL at least once in a quarter

    • Innovation / new ideas

    5%

  • New business ideas for sales/brands/ marketing practices etc.

    • Key Decisions and Authority Limits

  • Decision regarding allocation of budgets for direct investment brands

  • Decision on the strategy for the increase in the market share of the product in terms of IMS ranking and prescriptions

  • Decide on pricing and placement of product

  • Decision regarding the quality and productivity of people

  • Optimal decision making (as opposed to reactive, stop-gap decisions which then become precedents)

  • Decision regarding succession plans for the key positions within the group

  • Decision on implementation of Innovative ideas, special campaigns, and price pack changes

  • Decisions related to Digital Marketing initiatives

  • Decision regarding the division’s marketing strategies & implementation timelines to achieve healthy cash flow, margins, growth & market share (sales & prescriptions)

  • Decision on expense & revenue budgets

  • Resource pooling plan within the cluster

  • Target setting for territories, Areas, Regions, Zones

  • Brand portfolio management…Identification of key brands & new introductions

  • Identification of potential candidates for acquisition

  • Decision on implementation of Innovative ideas, special campaigns, and price pack changes

  • KOL management

  • Decision regarding succession plans for the key positions within the group

  • Decisions related to Digital Marketing initiatives

  • Pro-activeness & consistency in the decision-making process, Decisions related to motivational schemes – incentives, reward system, training, and development needs, etc.

  • Decision regarding allocation of budgets for direct investment brands

  • Decision on the strategy for the increase in the market share of the product in terms of IMS ranking and prescriptions

  • Decide on pricing and placement of product

  • Decision regarding the quality and productivity of people

  • Optimal decision making (as opposed to reactive, stop-gap decisions which then become precedents)

  • Decision regarding succession plans for the key positions within the group

  • Decision on implementation of Innovative ideas, special campaigns, and price pack changes

  • Decisions related to Digital Marketing initiatives

  • Decision regarding the division’s marketing strategies & implementation timelines to achieve healthy cash flow, margins, growth & market share (sales & prescriptions)

  • Decision on expense & revenue budgets

  • Resource pooling plan within the cluster

  • Target setting for territories, Areas, Regions, Zones

  • Brand portfolio management…Identification of key brands & new introductions

  • Identification of potential candidates for acquisition

  • Decision on implementation of Innovative ideas, special campaigns, and price pack changes

  • KOL management

  • Decision regarding succession plans for the key positions within the group

  • Decisions related to Digital Marketing initiatives

  • Pro-activeness & consistency in the decision-making process

  • Decisions related to motivational schemes – incentives, reward system, training, and development needs, etc.

    • Major Challenges

  • Keep pace with and align with market developments. Needs to be aware of market dynamics, fluctuations, innovations, etc.

  • Understands scientifically how various product are placed in relation to competitor products and devise appropriate strategies to deal with them

  • Perform detailed sales reviews for accurate and effective sales management.

  • Mitigate Risks and take advantage of being one step ahead of the competition to build a brand during the window of opportunity.

  • Understand the market potential and drives the business

  • Make recommendations to Top Management for the acquisition of new companies and products

  • Influence highly intellectual people/ Doctors about products and therapies

  • Build relationships and develop loyalty with senior customers and decision-makers

  • Establish & implement Business Processes and systems

  • Generate healthy cash flow & margins

  • Deliver growth >>>market growth

  • To be among the top 3 brands in every brand category

  • Competitor analysis: Knowing the competition at each step, anticipating their strategies & work proactively to have an upper edge

  • Consistent achievement of high productivity & incremental productivity

  • Channelize expenses towards the right brands, campaigns, customers, and terrs for high ROI

  • Achieve scale quickly with new introductions.

  • Achieve consistency in performance- Both earnings & savings

  • Generate prescriptions from every customer

  • Ensure that at least 80% of the field force achieves targets & earns incentives

  • Resource pooling within the cluster

  • High accountability: To build a team of consistent performers & weed out the inconsistent ones

  • Mentoring process to create a new set of leaders

  • Time-bound executions of strategies

  • Excellent understanding of goals, responsibilities, domain knowledge, customer relationship, product knowledge, in clinic effectiveness of every team member

  •  Strong review mechanisms to monitor the progress of various assignments

  • Alignment of field force & other support functions with the division’s vision & goals for better success.

  • People-intensive industry- Better coordination & man management skills for the smooth functioning of the team.

  • Healthy relationship & understanding with other support functions for smooth implementation of strategies.

    • KRA and KPIs

    Sl. No.

    Key Result Areas

    Key Performance Indicators

    A. Financial Objective

    1

    Revenue Generation

    [%] Achievement of Targets

    2

    Key Brands/ Portfolios

    [%] Achievement of target agreed at the beginning of the financial year

    3

    Profitability as per Profit & Loss (P&L) Statement

    [%] of the net profit recorded vis-a-vis target

    B. Market Share and Growth

    4.

    SBU/Brand Market share Gain
    SBU or Brand growth vs PM growth

  • Absolute Increase

    • C. Prescription Progress:

    5. 

    Prescriptions Received Vs previous year/ period

  • Absolute increase

    • D. Territory Development:

    6.

    Weak States: Increase of field budget or Market Share

  • Absolute improvement in Market Share

    • 7. 

    Low PMPM Territory: Improve PMPM by 80% of previous year

  • Incremental PMPM

    • E. BRAND DEVELOPMENT

    8. 

    Digital initiatives & Incremental Innovations

    F. NDAC / KOL Engagement

    9.

    Meet NDAC/ KOL

    At least once a year

    G. Innovation / New ideas

    10. 

    Innovation & New Ideas

    MS%, Rx share, sales, efficiency or savings or people related, etc.

    Education, skills and relevant experience

  • MBA / similar/ equivalent professional qualification

  • Science graduation (preferable)
  • Leadership & people management skills

  • Strong influencing and interpersonal skill.

  • Collaboration Skills

  • Strategic thinking with superior business acumen

  • Ability to manage large business and complex geographies is essential for this role.

  • Ability to manage teams

  • 15+ years of experience in Marketing & Sales

  • Should have handled similar P&L role or if internal promoted then either marketing head or sales head with relevant exposure

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