New sales & service model increases brand profitability

CASE STUDY (CANADA)

The Challenge​

• The client faced significant hurdles with their conventional sales model resulting in disparities among sales representatives, unmet annual sales goals, subpar performance and lack of innovation and motivation.​
• Overlapping sales and service responsibilities by sales representatives lead to inefficiencies.​
• Loss of vital operational support staff and resources to maintain a certain level of profitability. 

Our Solution​

• Territory assessment to understand unique needs based on landscape, patients and payer coverage.​
• Brand-centric sales approach tailored to each market.​
• Provincial specific sales strategies.​
• Segregation of sales and service to reduce overlap and increase efficiencies.​
• Implementation of eSales and eService to streamline processes, increase efficiency and enhance customer engagement.

The Results

• Cost savings projection of $3.5 Million to the bottom line.​
• Estimated increase in call volume from 60,000 to 100,000.​
• Actual outcomes surpassed initial predictions with an increase in sales for targeted brands.​
• Successful implementation of program on schedule, with a fully staffed team comprised of:
  • 15 sales/medical representatives ​
  • 11 service representatives​
  • 2 eSales/eService representatives​
  • 1 client Account Manager.
• Ongoing monitoring to track performance and market changes annually enabled us to make timely adjustments as needed.