The sensitive move of transitioning from local to centralized support.
Our pharma client’s EU sales force consisted of local sales and customer support teams with localized support. Now while they had become accustomed to the structure, it was hindering improvements in effectiveness and higher-value delivery. Reorganization posed a threat to motivation and short-term customer satisfaction. But it was required.
Over a four-month period, our consultant planned, designed, and implemented a top-down sales force reorganization. This involved leading a cross-functional team to optimize multiple processes. They co-created their future focus. And then decided on the tools that would enable a seamless transition from a localized to centralized structure. This collaborative approach delivered a plan the client’s team were engaged with and motivated by. Our team then helped implement it with oversight, project management, and decision-making support.
We enabled a seamless transition of the sales force to a centralized team. Importantly the changes were embraced by the sales and customer support team. The new structure released capacity for higher value-adding activities and material improvements in sales force effectiveness. We delivered tangible improvements across multiple sales and customer-facing activities as well as energizing the broader organization.
Suggested Case Studies
Tailoring business models that address the reality of an…
Agribusiness Strategy Implementation
Business models must be built in full alignment with an organization’s strategy and marketplace. But what do…