Sales
The Sales practice helps clients maximize the returns on their largest promotional investments: their sales forces.
Crunching numbers to design a sales force is no major feat, and several firms can do it. But it takes more than number-crunching to drive true effectiveness and maximize the return on your largest promotional investment. It takes our Sales practice’s unique combination of market insight, sophisticated quantitative skills, firm grasp of the qualitative drivers of effectiveness, and proven ability to design, deploy, train, and optimize sales forces.
Services:
The sales force is your company’s most expensive promotional resource. Too often, however, companies fail to realize the maximum return on that investment.
On its own, a purely numbers-driven approach to sales force effectiveness—focused solely on size, structure, and alignment—is insufficient to drive superior performance. In many cases, companies focus on the quantitative aspects of sales force optimization, while neglecting the equally important qualitative factors.
In our experience, a combination of quantitative and qualitative factors must be addressed to get maximum sales force effectiveness. Our Sales Practice brings exceptional quantitative skills, but it's the clear leader when it comes to maximizing the quality of sales representatives, district managers, and other sales leaders.
The following outlines our Sales Practice’s service offerings:
Strategy Development
- Selling Environment Assessment
- Understand the environments in which your products are sold
- Recommend approaches for succeeding in complex selling environments
- Selling Approach
- Determine the optimum sales force design
- Develop the optimum selling model
- Provide operational planning and support to put selling approaches into action
- Training Strategy
- Assess the organization’s training needs, given its selling approach
- Develop a powerful training strategy
- Design the training organization to best implement strategies
- Role-Specific Training Continuums
- Optimize the quality of representatives, district managers, and regional directors
- Enhance the quality of account managers and marketers
- Process/Behavior-Specific Programs
- Improve business acumen
- Enhance account management capabilities
- Assess and improve selling skills
- Assess and improve coaching skills
- Launch Planning and Design
- Build a sales force readiness plan
- Develop a launch training plan
- Training and Assessment
- Train reps, district managers, and marketers at launch meetings
- Develop pre-work and conduct workshops
- Lead selling simulations and performance assessments
- Tactical Execution Planning
- Develop detailed implementation plans
- Provide implementation support
Feature Articles
John Riggle of Campbell Alliance's Sales practice outlines some best practices for getting sales reps geared up for launch...
John Bye, a Vice President, in our Sales Practice discusses how to develop training programs that maximize knowledge retention...
George Schmidt and John Bye discuss recommendations for effectively and ethically implementing the FDA's new guidance on the distribution of medical journal articles and publications on off-label uses of approved drugs...
George Schmidt, Vice President and Head of our Sales Practice, discusses the importance of measuring both training efficiency and effectiveness....
Debi Limones and Howard Brock of our Sales practice outline best practices to help training leaders prepare for an integration resulting from a merger or acquisition....
George Schmidt, Senior Vice President of the Sales Practice, discusses the impact of the current pharma and biotech landscape on sales forces and Training & Development departments....
Debi Limones, Suzanne Chacko, and Christine Romano of Campbell Alliance's Sales Practice discuss the major trends and issues driving change in pharma and biotech and discuss the need for training and development teams to guide their organizations through these changes....