Sandeep put the same message on two strings. This string seems to have had more replies than the other, and I have copied my message posted on the other string.
Sandeep, like many, you also pose a very general question. Hence, it becomes difficult to answer. I would say that it all depends on what job you are seeking. I started out as an Electrical Engineer, changed my field to Industrial Engineering. Then, I had no problem moving from Engineering to FMCG. I got a break to teach part-time while working for an FMCG company; I also did my MSc while working. Then I moved to teaching without a problem (all in the UK). Similarly, I know people in marketing who have moved from Hewlett Packard to Adobe, Adobe to Symantec, and from Symantec to Avaya (a telecom firm). So, like Sam has said, it all depends on what you can offer. Have a nice weekend.
Simhan
From United Kingdom
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1639Sandeep, like many, you also pose a very general question. Hence, it becomes difficult to answer. I would say that it all depends on what job you are seeking. I started out as an Electrical Engineer, changed my field to Industrial Engineering. Then, I had no problem moving from Engineering to FMCG. I got a break to teach part-time while working for an FMCG company; I also did my MSc while working. Then I moved to teaching without a problem (all in the UK). Similarly, I know people in marketing who have moved from Hewlett Packard to Adobe, Adobe to Symantec, and from Symantec to Avaya (a telecom firm). So, like Sam has said, it all depends on what you can offer. Have a nice weekend.
Simhan
From United Kingdom
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Dear Ravi,
I think it's enough, don't add fuel to the fire... :-D Ash and Partho expressed their opinions in the best possible manner. Differences in opinions are a part of life, and we have to accept the diversity in the personalities of different members. This diversity makes CiteHR the most coveted place.
Cheers...
Warm Regards,
Abraham
From Saudi Arabia
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I think it's enough, don't add fuel to the fire... :-D Ash and Partho expressed their opinions in the best possible manner. Differences in opinions are a part of life, and we have to accept the diversity in the personalities of different members. This diversity makes CiteHR the most coveted place.
Cheers...
Warm Regards,
Abraham
From Saudi Arabia
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Partho, You did get to her backfiring at you man, you memories are short lives... Ash backfired at you on your essay and thesis comments........ Am I right,,,,,,,,,,,,,:-P Bhajiya
From Saudi Arabia
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From Saudi Arabia
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Dear Sandeep,
The reason is if you go for sales of financial products or pharma products, you need knowledge of that particular product. Why is IRDA training given to anyone? It's because knowledge of various policies is required to sell that particular product. For pharma, you may have seen B.Pharma, D. Pharma, B.Sc. graduates preferred because of their knowledge.
You need to understand one more thing: sales and marketing are two different fields. Sales is a part of marketing. Marketing is a very vast field; it includes everything from sales, telesales, advertising, etc.
In insurance or other financial product selling, the target is sales, the same in pharma sales, revenue generation. In insurance, you make agents; in pharma, you contact distributors.
In both manners, you are generating sales of your product that gives revenue to your company.
So in FMCG, you need to do marketing, make distributors, introduce your product into the market, make people or targeted media aware of your product or services. In FMCG, you are not selling; you are marketing the product up to some extent, in telecom also.
But it's your misconception regarding telecom, pharma, and insurance. Many of my friends change their jobs from finance to telecom. Yes, it's true, FMCG is a bit different because revenue generation idea is different there.
One thing I would like to say to Mr. Partha Sarthy, being an Indian National, it hurts us to listen to anything wrong about our country. So, sir, please mind your language from next time, don't say anything wrong about anyone's country because it directly hurts our sentiments and love toward our country. Let me tell you, one of my uncles holds a very good position in a reputed software company in the US. When anyone asks him about his success, he simply says it's all because of my country, my nation, India, who made me able to have this position today.
And Asha, for you, "Kuch Bhi DIL PE MAT LE YAAR."
Regards,
Shine
From India, Bhopal
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The reason is if you go for sales of financial products or pharma products, you need knowledge of that particular product. Why is IRDA training given to anyone? It's because knowledge of various policies is required to sell that particular product. For pharma, you may have seen B.Pharma, D. Pharma, B.Sc. graduates preferred because of their knowledge.
You need to understand one more thing: sales and marketing are two different fields. Sales is a part of marketing. Marketing is a very vast field; it includes everything from sales, telesales, advertising, etc.
In insurance or other financial product selling, the target is sales, the same in pharma sales, revenue generation. In insurance, you make agents; in pharma, you contact distributors.
In both manners, you are generating sales of your product that gives revenue to your company.
So in FMCG, you need to do marketing, make distributors, introduce your product into the market, make people or targeted media aware of your product or services. In FMCG, you are not selling; you are marketing the product up to some extent, in telecom also.
But it's your misconception regarding telecom, pharma, and insurance. Many of my friends change their jobs from finance to telecom. Yes, it's true, FMCG is a bit different because revenue generation idea is different there.
One thing I would like to say to Mr. Partha Sarthy, being an Indian National, it hurts us to listen to anything wrong about our country. So, sir, please mind your language from next time, don't say anything wrong about anyone's country because it directly hurts our sentiments and love toward our country. Let me tell you, one of my uncles holds a very good position in a reputed software company in the US. When anyone asks him about his success, he simply says it's all because of my country, my nation, India, who made me able to have this position today.
And Asha, for you, "Kuch Bhi DIL PE MAT LE YAAR."
Regards,
Shine
From India, Bhopal
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Not right. Kindly stop assuming things that dont make much sense :-) Pls see if we can stop this here and discuss about the topic.
From India, Madras
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From India, Madras
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I think it is better to keep to the topic and forum members refrain from commenting on the rights or wrongs of other’s way of replying. Simhan
From United Kingdom
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From United Kingdom
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Read the question carefully.
What is the analogy between:
Telecom and FMCG
Pharma and Insurance
One is in manufacturing and the other is a service provider. Both are clubbed in one basket, which is not correct. It should be:
Telecom and Insurance
Pharma and FMCG
I focused on the subject and found this discrepancy, but people, as usual, without using their minds, start replying and arguing. What's this? Something is wrong with the question.
Partho
From Saudi Arabia
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What is the analogy between:
Telecom and FMCG
Pharma and Insurance
One is in manufacturing and the other is a service provider. Both are clubbed in one basket, which is not correct. It should be:
Telecom and Insurance
Pharma and FMCG
I focused on the subject and found this discrepancy, but people, as usual, without using their minds, start replying and arguing. What's this? Something is wrong with the question.
Partho
From Saudi Arabia
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The question is not wrong; it is true that the FMCG and the telecom do not prefer salespeople from an insurance background. I don't know if the same applies to pharma as well. The sales approach of FMCG & telecom is different from insurance, which might be the reason I can figure out. FMCG & telecom depend on a dealer-distribution network for sales, while in insurance, it is through hiring agents or direct selling or bancassurance channels.
From India, Calcutta
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From India, Calcutta
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Hi Friends,
The posts were encouraging, and I think everybody was right in their assumptions. I truly agree with 'Shine' and making 'India Shining' through his views regarding the post by [B]Mr. Sandeep].
But yes, I would like to share with you regarding the diversities associated with 'Western' and 'Eastern' practices, since I felt to shed some light in this regard.
I agree with Mr. Partha Sarathi for his statement (I don't know how many CHR friends will forgive me for that). But his view of performance being (Partha— it's not recruitment, dear) is entirely a reward strategy. It's really true. Why? Because Western people (mostly Americans) have to prove their associations 24 x 7, whether in an organization or in their own home (perhaps the reason for high divorce rates). They know they have to perform everywhere, and that is their motivation. Hence, they don't mind having a contract system of employment and always perform in this background. Also, they know that if they don't perform, they are out (both at home and work). That's why many management schools prosper in the West, providing guidance to management aspirants and offering opportunities for those who want to hone their skills for success. (But alas—very few management thoughts succeed) (Theory Y).
At the same time, in Japan (East), they have a bonding relation, either with the family or with the employer (I'm sorry, Partha, for this). For the Japanese, employment means long-term employment (not like in the West), and they start as workers and grow based on their capability and competency through hard work. There are no management schools, but most management theories have originated from them (KANBAN, KAIZEN, JIT concept, etc., to name a few) and have been widely accepted and followed in the West. They work with commitment and a patriotic sense since they have no fear of retrenchments, as capable people are always placed in the right positions through internal filtering (Theory Z).
Finally, India (midway between America and Japan) has a lot of similarities and dissimilarities in both practices. We have both sides of the same coin—specifically, we allow a contract system, a performance-oriented culture, and on the other side, we share strong emotional, cultural, and family bonds.
My point in raising this is that we cannot simply copy and paste what other cultures follow. We have a varied array of industries working, supporting various management philosophies. It might be a gain or a loss; I can't say. But yes, our way is different.
Regards,
Jayesh Yohannan
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The posts were encouraging, and I think everybody was right in their assumptions. I truly agree with 'Shine' and making 'India Shining' through his views regarding the post by [B]Mr. Sandeep].
But yes, I would like to share with you regarding the diversities associated with 'Western' and 'Eastern' practices, since I felt to shed some light in this regard.
I agree with Mr. Partha Sarathi for his statement (I don't know how many CHR friends will forgive me for that). But his view of performance being (Partha— it's not recruitment, dear) is entirely a reward strategy. It's really true. Why? Because Western people (mostly Americans) have to prove their associations 24 x 7, whether in an organization or in their own home (perhaps the reason for high divorce rates). They know they have to perform everywhere, and that is their motivation. Hence, they don't mind having a contract system of employment and always perform in this background. Also, they know that if they don't perform, they are out (both at home and work). That's why many management schools prosper in the West, providing guidance to management aspirants and offering opportunities for those who want to hone their skills for success. (But alas—very few management thoughts succeed) (Theory Y).
At the same time, in Japan (East), they have a bonding relation, either with the family or with the employer (I'm sorry, Partha, for this). For the Japanese, employment means long-term employment (not like in the West), and they start as workers and grow based on their capability and competency through hard work. There are no management schools, but most management theories have originated from them (KANBAN, KAIZEN, JIT concept, etc., to name a few) and have been widely accepted and followed in the West. They work with commitment and a patriotic sense since they have no fear of retrenchments, as capable people are always placed in the right positions through internal filtering (Theory Z).
Finally, India (midway between America and Japan) has a lot of similarities and dissimilarities in both practices. We have both sides of the same coin—specifically, we allow a contract system, a performance-oriented culture, and on the other side, we share strong emotional, cultural, and family bonds.
My point in raising this is that we cannot simply copy and paste what other cultures follow. We have a varied array of industries working, supporting various management philosophies. It might be a gain or a loss; I can't say. But yes, our way is different.
Regards,
Jayesh Yohannan
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Oh, it's actually sad that after being potential, still there are some unhealthy HR policies that make no sense.
Regarding Telecom, we understand that most companies have no poach with other Telecom Companies. That's understandable. But coming from the Insurance Sector and joining Telecom isn't a problem at all.
Don't lose hope, buddy. There are still some good HRs and HR policies in companies, so check out for one, I'm sure you will not be disappointed. I believe there may still be some companies that hire from Pharma and other domains. These people fail to understand that a salesperson can sell anything if they are hiring the right professional considering his last profile, HR formalities, and importantly understanding the caliber of the person they are hiring.
A salesperson is a sales-oriented person with full confidence and substance. No one can beat you. It's just that some companies would lose some potential people because of their nonsensical policies and irrelevant HRs, which is actually sad.
But no worries. Keep up the faith, buddy. I'm sure you will get what you deserve.
Trust me, there are lots of sales jobs in the market and even in times of recessions, these sales jobs are being paid highly. You can search on job portals like Naukri, Monster, etc., and you will find them in bulk.
Salespeople should never be disappointed. It's the company that is losing, not you. There are lots of sales jobs in the market. If you're not getting into one company because of their nonsensical policy, don't give up; try somewhere else. The caliber of any sales professional is never limited.
Wishing you lots of luck and goodwill.
From India, Mumbai
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Regarding Telecom, we understand that most companies have no poach with other Telecom Companies. That's understandable. But coming from the Insurance Sector and joining Telecom isn't a problem at all.
Don't lose hope, buddy. There are still some good HRs and HR policies in companies, so check out for one, I'm sure you will not be disappointed. I believe there may still be some companies that hire from Pharma and other domains. These people fail to understand that a salesperson can sell anything if they are hiring the right professional considering his last profile, HR formalities, and importantly understanding the caliber of the person they are hiring.
A salesperson is a sales-oriented person with full confidence and substance. No one can beat you. It's just that some companies would lose some potential people because of their nonsensical policies and irrelevant HRs, which is actually sad.
But no worries. Keep up the faith, buddy. I'm sure you will get what you deserve.
Trust me, there are lots of sales jobs in the market and even in times of recessions, these sales jobs are being paid highly. You can search on job portals like Naukri, Monster, etc., and you will find them in bulk.
Salespeople should never be disappointed. It's the company that is losing, not you. There are lots of sales jobs in the market. If you're not getting into one company because of their nonsensical policy, don't give up; try somewhere else. The caliber of any sales professional is never limited.
Wishing you lots of luck and goodwill.
From India, Mumbai
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