Field Sales Transformation Cases

THE CHALLENGE
A Swiss-based pharma company w/i reproductive medicine and their Nordic sales org. was going through a hectic transition period with many new product launches, business objectives and new team members being onboarded at the same time. While the team had strong customer and treatment understanding, their sales approach differed across markets and sales reps, making it difficult to measure & compare performance, build capabilities, share best practices and improve performance. Hence, client wanted to establish a common way of selling to help strengthen sales coaching, customer dialogues and create a common platform to build sales competencies to help accelerate the HCP adoption ladder.

WHAT WE DID
We helped develop and implement a new common sales model & method, centered around 3 key components: a common sales call flow model to strengthen customer dialogues, a sales mgr. coaching model to enable stronger sales coaching sessions and a clear sales team meeting cadence to help reinforce new behaviors and make the model stick. The call flow model covered the full customer dialogue i.e. from pre-call planning, to a 4-step HCP dialogue model, to post-call evaluation. To make model practical for daily use, we also developed a set of simple supporting tools, including a pre-call planning tool, a new account plan, a call execution tool and call evaluation sheet.

BEHAVIOURAL CHANGE HAPPENS ON-THE-JOB
Our belief was simple: lasting sales transformations are not created by introducing a new sales model alone. It requires simple tools, repeated use in real customer situations with frequent 1-1 feedback sessions from sales mgr. and a few clear targets and KPIs. To help accelerate the change process, we decided to co-create model in close coop with sales team through several co-creation workshops, tested it in a soft-launch period and reinforced it through a 2-week launch support period where we shadowed the sales manager’s coaching sessions and sales rep’s customer dialogues with ongoing feedback and help on how to use the new model & tools.

Finally, we introduced a new monthly performance pulse-check to track call & coaching quality, providing the team with a common platform and language for performance improvement and continuous learning.

IMPACT