New sales & service model increases brand profitability

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.

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.

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.

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