Challenge

Large pharma organization desired a radical shift to customer-driven models utilizing the following criteria:

• Reducing traditional sales representative headcount by 50%,
• Deploying new account management resources against key influencers including payers, providers, employers, academia, and government
• Conduct a year-long pilot in three underperforming markets with on a value proposition based on each market and customer situation
• Measure and assess the effectiveness of the approach beyond product growth and market share

Solution

BCA was retained by the client and applied the following approach:

•  Operating model and support structure requirements identified and rolled-out
• Mapped required skill sets to new roles and support functions and implemented training and development programs with each of the targeted groups
• Designed and executed a longitudinal customer benchmarking and assessment process
• Implemented a bottom-up local business planning process
• Change Management plan, which included significant training combined with a robust feedback loop, was rolled-out to all first line managers
• Developed and implemented new metrics and measures based on profitability and customer feedback
• After a year, the results across the three pilots were as follows:
• Customer perception improved incrementally from baseline
• Sales trends stabilized with an increase in profitability
• Data from the change management effort indicated that individuals were committed and had embraced a business ownership mentality
• Increased level and frequency of communication with key customers
• HQ ability to adapt to new operating model was a identified as a significant issue