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COOPER
PHARMACEUTICALS INC.
SLMT Case



Prepared By:-
Group 36
Praveen Kumar Singh 13339
Gourav Sarkar -13320
Alok Koppa Jayasimha Simha 13304
Subhankar Chatterji -13652




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Problem Statement
Bob Marsh, a detailer at Cooper Pharmaceuticals Inc. was terminated from services, by the
company. Bob Marsh was a respected detailer in his territory and had served for 12 years. Though
his dismissal was initiated after much consideration from the management, it was not well received
by the clients of CPI, who considered him efficient and effective. The President of CPI received
letters and calls from displeased clients who wanted justification for Bob Marshs termination from
service.
About CPI and the detailers
- CPI was a major manufacturer of prescription drugs for medical and dental drugs. Products
were carried by drugs wholesalers and drug stores for resale to general public.
- CPI had a sales force of 500 detailers who called regularly on doctors, hospital professionals,
and dentists, to promote drugs and make them prescribe. Each detailer was responsible for
200 physician and hospital accounts with an assigned geographical territory.
- Each detailer was a pharmacy graduate and had previous experience in retail drugstores.
- Every detailer received a formal performance appraisal from his district manager once a
year. Informal evaluations happened through the year.
The reporting hierarchy was as follows:







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Bob Marsh and CPI
- Bob Marsh was a pharmacy graduate, with experience in retail pharmacy. He was hired by
John Meredith, the district manager at Toledo, in 1978. He was appointed at a new salary
level of $35,000, below his earning potential.
- Meredith was initially impressed with Marshs qualities of aggressiveness, enthusiasm,
learning ability, judgement, and character.
- However, after a few months, Meredith found him unorganised, unplanned and was sceptic
of the companys promotional programs.
- Despite these factors he was achieving his sales targets and the sales in his territory grew
steadily.
- After weighing the opposing factors, his performance was recorded as Below Standard in his
first appraisal.
- In 1981, 3 years into the job, Meredith rated him Standard. This improved significantly by
the time Meredith was transferred in 1983, when Marsh was rated Completely Satisfactory.
- Bill Couch replaced Meredith in 1983. Couch was impressed with Bobs customer rapport
throughout the territory. When he was transferred in 1986, Couch rated Marsh Well Above
Average.
- Despite Marsh sharing an excellent rapport with Rathbun, he expressed dissatisfaction with
Marshs record in establishing new product with physicians and also his poor coverage with
dentists, which had not been noticed by previous managers.
- Rathbun subsequently set certain sales goals for Marsh which he unable to meet. Rathbun
placed him on a 90 day probation period, with a clause of termination if he failed to meet
the goals.
- Marshs performance improved and he was removed from probation and performance was
recorded as satisfactory on all counts.
- Vince Reed replaced Rathbun. Though initially satisfied, he found certain deficiencies in
Marsh that prompted him to downgrade his rating to Complete Satisfactory. He was put on
probation period again.
- However, Reed was transferred before the end of Marshs probation period and there was
no sufficient follow up by Antonia Wilkens. The probationary status was not referred to
again.
- Ted Franklin listed certain parameters of improvement for Marsh, which were critical to his
survival with the company. But no specific time period was set for this. The zone manager
was also transferred in this period. Pete Mallick the new zone manager was also critical of
Bobs performance.
- After considerations of past performance and reports by various managers, they felt the
best way forward was to terminate Bob Marsh.
- Bob Marsh was terminated in July 1990 after 12 years of service.





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Analysis and important considerations:
- The managers changed too frequently after Bill Couch. This meant that Marsh had to
establish a rapport with each of the managers. Their opinion about Marsh kept changing and
no one stayed long enough to understand his style of working. There was no communication
between the managers and it was only through records that they formed opinions of Marsh.
- Rathbun, Reed and Franklin looked to micromanage Marsh. They did not give him enough
autonomy in his work and went into details and specifications. This put unnecessary
pressure on Marsh.
- Marsh had to go through 2 periods of probation of 90 days. This wouldve burned him out
completely. This was possibly why he accepted his termination without protest. There was
no consistent policy regarding placing employees on probation.
- The appraisal was not comprehensive. Though it identified problem areas, there is no
mention of programs to remedy the situation.
- Client feedback was not taken. The appraisal process was not holisitic in this regard.

Possible Solutions
- Reinstate Bob Marsh immediately.
- Place an equally competent detailer to replace Marsh.
- Conduct a fresh appraisal for Marsh, to include client feedback and then take an informed
decision.
Suggested Solution and implementation
Reinstate Bob Marsh immediately
- The company cannot afford to have irate clients as they may lose them to
competition.
- Conduct a fresh appraisal after on-boarding including the client feedback. Provide
ample training and opportunity for him to improve on his deficiencies.
- His experience could be leveraged to give him a sense of ownership and contribute
more directly to the organisation.
- Since his experience is higher than that of most district managers, the district
managers could use a more collaborative approach with him.
- Since hes in his 40s and has been in sales for 12 years, he could be considered for a
managerial role. This would increase his loyalty to the company.
- There needs to be stability in the organisational structure. The managers were
transferred too soon in the present scenario.