A major pharmaceutical company was concerned about the variability in sales results between districts and regions. They had some regions that consistently exceeded quota and some that consistently fell short, even though the quotas took into account the differences in the major payer policies, different physician populations and different patient demographics. They believed that the sales reps simply needed to make more calls or to more closely follow the scripted sales messages developed by marketing.
Actual Business Request
The VP Sales asked for an evaluation of the sales training curriculum to determine what should be added or changed to improve the area’s ability to accurately forecast sales and achieve quota. After discussion, the VP Sales agreed to step back and evaluate the performance differences between the best areas and regions and those not performing well. The project outcome was then defined as a list of specific, actionable steps that could be taken to improve the performance of the average sales reps.
A Performance Analysis comparing 2 top performing areas and 2 average regions. The regions were chosen by the VP Sales based on 2 key metrics:
- Consistently meeting quota
- Consistently achieving sales close to those forecast
The 2 person project team spent 2 weeks interviewing and doing ride-alongs with sales reps and area business managers from each of the 4 chosen areas. The team conducted stakeholder interviews with the VP Sales, VP Marketing and the Director of Sales Training. The team also evaluated the current training curriculum, sales reports, and the sales model.