Adding value to the industry: sustainable profitability that’s driven by fluidity, fluidity that’s driven by experience and knowledge.
Practical consultancy is a critical part of ‘The fluid process;’ it will help your business develop in the following areas:
Sourcing
Candidate acquisition / assessment processes / recruitment competence / competency profiling
Investment
Remuneration and hygiene factors / coaching culture / quantity and format of training
Deployment
Sales force alignment / customer targeting and segmentation / restructuring and change management / outsourced sales teams / market access capability
Deliverables
Sales force objectives / key account management capability and culture / accountability development / sales targets / reward and recognition programmes
“As the lead Product Development Manager for the largest global logistics provider (leading a new product launch) we invited Paul & Mike to the table to help with optimal sales team deployment. It was clear from the first meeting that they had excellent insight into the UK market and their knowledge of the NHS made the decision to work with them very easy. 'The fluid process' provided robust consultation on the quality, deployment and location of the sales resource required to commercialise our service offering.”
July 19, 2011
Bridget Johnson, Product Development Manager, DHL Supply Chain
Case study #1
Status: ongoing
The situation
- A large established UK business venturing into pharmaceuticals
- New business opportunity
- Currently no UK sales team in place to support the opportunity
- Consultation required to match the resource to business needs
- Return on investment critical during the first year of the project
‘The fluid process’’ strategy
Consultancy started with meetings with all key stakeholders in the cross-functional project team. This led to the commissioning of in-depth market analysis which provided insight into the number of sales people and their geographical deployment, together with an overview of job description, candidate calibre and proposed recruitment process.
Key recommendations
- Small team differentially resourced to capitalise on key centres – not UK coverage
- Resource numbers phased to help secure financial investment
The recommendation has been approved at UK and Europe Board level and is currently awaiting global sign-off.
Case study #2
Status: ongoing
The situation
- A small pharmaceutical company faced with a changing market
- Too much emphasis on clinical customers
- Inappropriate emphasis on payer customers
‘The fluid process’’ strategy
Review targeting and segmentation, followed by facilitated work with the brand team to review its current activity. This led to the assignment of accountability by customer and account, and new processes to monitor progress.
Key recommendations
- Realign account resources
- Give first-line management accountability for key account progression
- Agree company-wide definitions of customer cohorts and key account management
- Develop and agree a standardised approach to monitor sales progression by account
Current position
Excellent buy-in to accountability with account reviews ongoing – Primary brand 20%+ MAT growth.
Case study #3
Status: complete
The situation
- A medium-sized pharmaceutical company
- Looking at restructure and downsizing
- Keen to minimise impact
‘The fluid process’’ strategy
Work closely with Senior Management Group (SMG) to identify appropriate management practice to retain staff and return to productivity. This involved a series of one-to-one meetings and the facilitation of a meeting with all senior managers.
Key recommendations
- Ensure all departments are aligned on future direction/accountability
- Retain high profile presence with all staff
- Increase positive PR within the market
- Provide clarity on future developments to help individuals fulfil new roles
Current position
A 12 month SMG plan has been agreed.
