MANNAGEMENT INFORMATION SYSTEM

OF

SUBMITTED TO:PROF.DEEPAK MISHRA

SUBMITTED BY:ALOK DAS ROLL NO:-U409001

INTRODUCTION
Glenmark Pharmaceuticals Ltd. (GPL) is a research-driven, global, integrated pharmaceutical company headquartered at Mumbai, India. Glenmark is the leader in the discovery of new molecules both NCEs (new chemical entity) and NBEs (new biological entity). The company has a significant presence in branded generics markets across emerging economies including India. It also has a fast growing and robust US generics business. Its stock is listed on India s two large stock exchanges, the Bombay Stock Exchange (B SE) and the National Stock Exchange (NSE). Glenmark employs nearly 6000 people across its global operations across 80 countries. Glenmark was recently awarded by SCRIP, the largest selling and most respected pharmaceutical magazine in the world as the Best Pharma Company in the World SME and Best Company across Emerging markets for 2008. Forbes, another leading international publication recognized Glenmark as the Best under a Billion Dollar companies in Asia for 2008. In the area of drug discovery, Glenmark is focused in the areas of inflammation, metabolic disorders and pain. Presently, Glenmark has eight molecules in clinical trials. Most of them are either best-in-class or first-in-class with each have potential to become global blockbusters. Two of its molecules will enter Phase III trials. With this development, Glenmark takes a step closer to becoming the first Indian company to launch a truly innovative drug globally

http://www.glenmarkforce.in/#
G FORCE
Glenmark Pharmaceuticals uses a web based tool for sales force automation. The tool helps the sales force in adding new contacts/accounts, deciding upon the appointments, planning their tour, planning joint working, submitting their daily call reports, submitting requests for samples, promotional articles etc. Based on the actual travel, the tool also calculates the necessary expenses to be paid to the field sales officer (like TA/DA etc). The sample management and promo management modules in the software keep a complete track of samples and promo items. The entire leave management system for the field sales staff runs on this software. Apart from this, the software has multiple reports such as missed call report; call average report etc. which helps the entire sales force hierarchy to be aware of the developments and act tingly. Majority of the above features and functionalities are available on the mobile interface of the application as well. The software also allows the field force to capture certain important remarks made by the customers (doctors, chemists etc). The CRM team/medical support team can make the best utilization of this data gathered. These systems are upgraded on need basis. Apart from the pure technical upgrades, the enrichment of the features and functionalities happen through the new version release of the software. Most likely there are about two new versions getting released per year. The sales force automation tool is in the form of a portal. The portal has two components in terms of content - Static Content and Dynamic content. The transactions happen on the dynamic content side, where as any circulars, information to the field force, product related FAQs, Manuals etc. are posted on the static content side. This section really helps to keep in touch with the field force. Any product information which would help the field force to upgrade the product knowledge can be posted here. Going forward, Glenmark also plans to have CBT (computer based training) programs to be made online on this portal. These types of interactive programs will really boost the process of learning for the field sales force.

OBJECTIVE OF GFORCE

Provides reports with fixed and standard formats

 Hard-copy and soft-copy reports

Uses internal data stored in the computer system End users can develop custom reports Requires formal requests from users Provides support to managers as they work to achieve corporate goals Enables managers to compare results to established company goals and identify problem areas and opportunities for improvement Data made available from management information systems on a company s intranet Employees use browsers and their PC to gain access to the data gforce is an integrated collection of functional information systems, each supporting particular functional areas

F GF RCE A

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D s ma f mat s st m t f F a al f mat s st m Hr inf rmation s st m Manufa turing information s st m Marketing information s stem Employee self service information system Customer relations ip management information system Knowledge management t rough gforce

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FFERE LE EL:-

SOURCES OF OBT INING INFORM TION IN GLENM RK y y y y Internally Through different departments Different Branches Domestic, Globally

DECISION M KING INFORM TION SYSTEM THROUGH GFORCE

Management: Management has been defined in a variety of ways, but for our purposes it comprises the process or activities what managers do in the operation of organization: Plan, Organize, Initiate and Control operations. Information: Data are facts and figures that are not currently being used in a decision processes and usually take the form of historical records that are recorded and filed in gforce without immediate intent to retrieve for decision making. Information consists of data that have been retrieved, processed or otherwise used for information or inference purposes, argument, or as a basis for forecasting or decision making. System can be described simply as a set of elements joined together for a common objective. A subsystem is is part of a larger system with which we are concerned. All systems are part of gforce. The objective of gforce is to provide information for decision making on planning, initiating, organizing, and controlling the operations of the subsystems of the form and to provide a synergetic organization in the process. Decision Support System: It is sometimes described as the next evolutionary step after Management Information Systems (MIS) . MIS through gforce support decision making in both structured and unstructured problem environments .

It supports decision making at all levels of the organization .IS are intende d to be woven into the fabric of the organizations , not standing alone. IS support all aspects of the decision making process.MIS are made of people, computers, procedures, databases, interactive query facilities and so on. They are intended to be evolutionary/adaptive and easy for people to use. Methods of Decision Making Type of Decision Programmed Repetitive and Routine Non-Programmed Methods of decision making OLD NEW Habit Management Standard operating procedure Information System Organization structure, policy etc Judgment, Intuition, Insight Systematic Approach experience to problem solving & Training and Learning Decision making

Gforce include the management science as integral parts or tools of computer based information systems, the prospects for a revolution in programmed decision making are very real.

FIN NCI L INFORM TION SYSTEM THROUGH GFORCE

Support business managers and professionals in decisions concerning

      

The financing of a business The allocation and control of financial resources within a business Profit/loss and cost systems Auditing Internal auditing External auditing Uses and management of funds

INPUTS TO THE FIN NCI L INFORM TION SYSTEM  Strategic plan or corporate policies  Contains major financial objectives and often projects financial needs.  Transaction processing system (TPS)  Important financial information collected from almost every TPS payroll, inventory control, order processing, accounts payable, accounts receivable, general ledger.  External sources  Annual reports and financial statements of competitors and general news items. FIN NCI L MIS SUBSYSTEMS ND OUTPUTS  Financial subsystems  Profit/loss and cost systems  Auditing  Internal auditing  External auditing


Uses and management of funds

APPL CA

OF MI

HR INFORMA ION

Inputs to the Human Resource MI

 Strategic plan or corporate policies  The TPS:  Payroll data  Order processing data  Personnel data  External sources

98 67 6

TEM THROUGH GFORCE:-

Human Resource MIS Subsystems and Outputs  Human resource planning  Personnel selection and recruiting  Training and skills inventory  Scheduling and job placement  Wage and salary administration APPLICATION: Process common HRM applications Allow HRM department to provide around-the-clock services Disseminate valuable information faster than through previous company channels Collect information from employees online Allow managers and other employees to perform HRM tasks with little intervention by the HRM department Training tool
Application of MIS

M NUF CTURING INFORM TION THROUGH GFORCE Inputs to the Manufacturing MIS
 Strategic plan or corporate policies.  The TPS: 
Order processing

 Inventory data  Receiving and inspecting data  Personnel data  Production process  External sources

Manufacturing MIS Subsystems and Outputs

 Design and engineering  Master production scheduling  Inventory control  Manufacturing resource planning  Just-in-time inventory and manufacturing  Process control  Computer-integrated manufacturing (CIM)  Quality control and testing

MAR ETING INFORMATION THROUGH GFORCE:II III

Internal Company Records

 Order to payment cycle  Sales information systems


A A A

Internal Company Records Marketing Intelligence activities Marketing Research & Marketing Decision Support analysis

Databases

Marketing Intelligence activities

Sources to everyday information about marketing environment and the development in it.

Marketing
    

esearch & Marketing Decision Support analysis

Define problem and research objectives Develop the research plan Collect the information Sales Analysis Present the findings Make the decision

Inputs to Marketing MIS  Strategic plan and corporate policies  The TPS  External sources:  The competition


The market

Marketing MIS Subsystems and Outputs  Marketing research  Product development  Promotion and advertising


Product pricing

APPLICATION OF MI :-

EMPLO EE ELF ER ICE INFORMATION TEM:Intranet applications that allow employees to View benefits Enter travel and expense reports Verify employment and salary information Update their personal information

Enter data that has a time constraint to it

REPORTING & MONITORING SYSTEM OF EMPLOYEE THROUGH GFORCE

DAR Listing Samples Acknowledgement Promos Acknowledgement Monthly Expense VMA Organogram Circulars IMails SMS Application Monthly Tour Plan Standard Tour Plan Doctors Chemists Stockists Standard Fare Chart Sample Inventory Promo Inventory Ex-Distributor/CA Ex-Stockist Sales Entry Standard Report Monitoring Report

Doctor Approval Chemist Approval Doctor Campaign

Standard ReportMonitoring Report Through gforce GENERAL REPORTS y *ATTENDANCE REGISTER y *LEAVE DETAILS y *RESIGNED USERS LEAVE DETAILS y *ADMIN HIERARCHY REPORT MIS REPORTS y *INDIVIDUAL MIS REPORT y *DR LIST V/S FIELD WORK COMPLIANCE y *PROMO DISTRIBUTION(SPECIALITYWISE) -No. OF DOCTORS y *SAMPLES DISTRIBUTION(SPECIALITYWISE) -No. OF DOCTORS y *DAILY REPORT SUBMISSION STATUS y *TOTAL DOCTORS(SPECIALITYWISE) LIST DETAILS y *SPECIALITYWISE DOCTOR VISIT DETAILS y *SFC DETAILS REPORT y *TRAVEL EXPENSE REPORT y *CAMPAIGN DOCTOR VISIT SUMMARY y *CAMPAIGN DL V/S FIELD WORK COMPLIANCE REPORT y *CAMPAIGN MONTHWISE TREND REPORT PLANNER y *DOCTOR LIST -25 DAY PLAN DEVIATION REPORT

y *STP STATUS REPORT y *MTP STATUS REPORT y *DAY PLANNER (PRINTABLE REPORT) y *MTP v/s FIELDWORK DEVIATION REPORT

SAMPLES/PROMOS y *MONTHLY PROMO DISTRIBUTION y *MONTHLY SAMPLE DISTRIBUTION y *DOCTOR WISE SAMPLE DISTRIBUTION REPORT y *DOCTOR WISE PROMO DISTRIBUTION REPORT VISIT DETAILS y *PRODUCT DETAILING BY DR SPECIALITY REPORT y *DOCTORS MONTHLY PLANNED AND ACTUAL VISIT y *DAILY ACTIVITY SUMMARY REPORT y *PRODUCT DETAILING BY SEQUENCE REPORT y *DAR REPORT DOCTOR DATA y *DOCTOR LIST y *DOCTOR VISIT SUMMARY y *CHEMIST VISIT SUMMARY y *STOCKIST VISIT SUMMARY y CONTACT UPDATE MONITORING REPORT SECONDARY SALES REPORTS y MONTHLY SECONDARY SALES ACHIEVEMENT y STOCKISTWISE TERRITORY SECONDARY SALES y STOCKISTWISE TERRITORY CLOSING STOCK

CUSTOMER RELATIONSHIP MANAGEMENT INFORMATION SYSTEM (CRM) CRM ACTIVITY THROUGH GFORCE
Customer relationship management (CRM) consists of the processes a company uses to track and organize its contacts with its current and prospective customers. CRM software is used to support these processes; information about customers and customer interactions can be entered, stored and accessed by employees in different company departments. Typical CRM goals are to improve services provided to customers, and to use customer contact information for targeted marketing. From the outside, customers interacting with a company perceive the business as a single entity, despite often interacting with a number of employees in different roles and departments. CRM is a combination of policies, processes, and strategies implemented by an organization to unify its customer interactions and provide a means to track customer information. It involves the use of technology in attracting new and profitable customers, while forming tighter bonds with existing ones. CRM includes many aspects which relate directly to one another: 1. Front office operations Direct interaction with customers, e.g. face to face meetings, phone calls, e-mail, online services etc. 2. Back office operations Operations that ultimately affect the activities of the front office (e.g., accounts-billing, maintenance, planning, marketing, advertising, finance, manufacturing etc] 3. Business relationships Interaction with other companies and partners, such as suppliers/vendors and retail outlets/distributors, industry networks (lobbying groups, trade associations). This external network supports front and back office activities. 4.Analysis Key CRM data can be analyzed in order to plan target-marketing campaigns, conceive business strategies, and judge the success of CRM activities (e.g., market share, number and types of customers, revenue, profitability ]

Operational CRM Operational CRM provides support to "FRONT OFFICE business processes, e.g. to SALES, MARKETING and service staff. Interactions with customers are generally stored in customers' contact histories, and staff can retrieve customer information as necessary. The contact history provides staff members with immediate access to important information on the customer (products owned, prior support calls etc.), eliminating the need to individually obtain this information directly from the customer. Reaching to the customer at right time at right place is preferable. Operational CRM processes customer data for a variety of purposes: -Managing campaigns -Enterprise marketing automation. -Sales force automation -Sales management system Sales (SFA) Sales Force Automation automates sales force-related activities such as: -Activity Management: Scheduling sales calls or mailings -Tracking responses -Generating reports -Opportunity management and assessment -Account management and Target account selling -Automated sales order processing.

Sales Intelligence CRM Sales Intelligence CRM is similar to Analytical CRM, but is intended as a more direct sales tool. Features include alerts sent to sales staff regarding: -Cross-selling/Up-selling/Switch-selling opportunities -Cuatomer drift -Sales performance -Customer trends -Customer margins -Customer alignment Campaign Management Combines elements of Operational and Analytical CRM. Campaign management functions include: Target groups formed from the client base according to selected criteria .Sending campaign-related material (e.g. on special offers) to selected recipients using various channels (e.g. e-mail, telephone, SMS, post) .Tracking, storing, and analyzing campaign statistics, including tracking responses and analyzing trends Collaborative CRM Collaborative CRM covers aspects of a company's dealings with customers that are handled by various departments within a company, such as sales, technical support and marketing. Staff members from different departments can share information collected when interacting with customers. For example, feedback received by customer support agents can provide other staff members with information on the services and features requested by customers. Collaborative CRM's ultimate goal is to use information collected by all departments to improve the quality of services provided by the company .

Analytical CRM Analytical CRM analyzes customer data for a variety of purposes: -Designing and executing targeted marketing campaigns -Designing and executing campaigns, e.g. customer acquisition, cross selling, up-selling. -Analyzing customer behavior in order to make decisions relating to products and services (e.g. pricing, product development] -Management information system (e.g. financial forecasting and customer profitability analysis) Analytical CRM generally makes heavy use of data mining and other techniques to produce useful results for decision-making

KNOWLEDGE MANAGEMENT THROUGH GFORCE

Glenmark through gforce focuses on enriching the lives of employees by providing them a learning environment and space to work helping them to be the best they can. To support this, the Glenmark Centre for Learning - a unique initiative in the pharmaceutical world drives various Learning and Development initiatives and is a catalyst that champions change initiatives through its Organizational Development activities. So Glenmark makes a real commitment for their learning and development. It believes in offering learning and deve lopment opportunities to allow people to reach their full potential. Keeping the Learning and Development objective in mind Glenmark Centre for Learning (GCL) through gforce was established in April 2006. With a vision of "Developing best in class Learning and Development Functions", GCL aims at providing various learning platforms to the employees with a strong focus on the organizations business strategy It looks into the area of learning and development and Organizational Development. GCL is based in M umbai and is an integral part

of the HRD function. Its role and function is best defined by saying that it works like an internal consultancy to the organization. GCL believes that Learning and Development will evolve to play an important and strategic role in the organizations growth. So GCL believes in awakening the spirit of learning in its employees which lead to career growth and development. This action in turn would result in higher employee satisfaction, structured growth for all employees, creation of a role based organization and furthers a developing environment for all it members and key associates. Keeping the learning and development perspective in focus GCL develops interventions to create and develop talent, provide opportunities for buil ding skill, assist in culture building & maintenance, knowledge ma nagement and change management.

INICIATION AS A CIO
As a CIO would really like to see our technology v endors step up and help us with these vulnerabilities because the money is being pulled away from development and strategic things that we could be investing in. A lot of the vulnerabilities that we deal with are preventable and could be avoided if the technology vendors would get t proactive and do the due diligence to tighten up their products. My job as the chief information officer for glenmark is to bring visibility to all of our information, to eliminate the blind spots, to not wait to be asked to develop controls and balances but to be the champion for the information. Technology at this point is simply a means to an end. What is really strategic is the use of the information and how we exploit and maximize it. We re in a business that competes at the speed of information, and my job is to ensure we present it in such a way that we use it to drive execution and improvements in our business. I think the role is changing quite significantly. Someone once said if we do everything perfectly in our profession, we would still get a B- grade. You can do one of two things with that. You can let it eat you up, and deem yourself unappreciated, or you can decide to better that and become a strategic element in your company. This idea of being more transformational is about making sure you identify those things that are truly transformational and put your effort and resources behind them.

That s the shift happening with CIOs, and my role is to be more strategic, more plugged in to the big ideas that can change our company. I ve got to be more proactive in seeking out those transformational ideas so that we can widen our gap over our competition. BIBILOGRAPHY:-

www.google.com www.glenmarkpharma.com www.glenmarkforce.in www.hp.com www.scribd.com THANKING YOU

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