Business intelligence is of little value if an organization is unable to change behavior based on new information and insights. Often, innovative sales strategies and initiatives fall short of achieving their true potential because the new approaches are not quickly and properly implemented at all levels of a sales organization.
To address this issue, pharma companies are increasingly turning to the Learning Solutions & Change Management (LS&CM) experts at IMS. Through sophisticated educational techniques and simulation-based training, the IMS team accelerates behavioural change by providing a learning environment where participants can practice new ways of working and immediately experience the results of their decisions.
“At seminars and workshops, we present the concepts underlying the client’s SFE initiative, along with case studies, best practices and interactive group work,” says Joe Leah, IMS LS&CM principal, Americas. “Then, participants test various approaches in simulations to see how they apply to real-life situations. The simulation experience and focus on implementation can make all the difference to the success of an SFE initiative.”
The IMS LS&CM offering consists of core modules for each level of a sales organisation, from senior and district sales management, to field representatives and marketing support. The modules address key skills, including segmentation territory planning, call management, strategic and tactical marketing, forecasting and market research, as well as the practical issues of ensuring understanding and buy-in of new systems and tools. Each module can be adapted to specific needs and initiatives, up to and including full customisation. An IMS LS&CM program is conducted somewhere around the globe almost every week.
Improving tactical business planning for a major US client
One recent event led by the LS&CM team at IMS was for a major U.S. client’s annual Sales Leadership meeting. During an intensive two days, more than 300 leaders in the client’s sales organisation, including senior vice presidents, zone vice presidents, regional directors and district managers, were guided through a complex simulation exercise by a 10-member IMS team drawn from across our organisation. The IMS team included LS&CM colleagues from the U.S., Canada and France; two IMS account executives responsible for the client; and IMS Consulting professionals from Canada.
“The goal was to help the client improve the tactical business planning capabilities of its district managers, and to demonstrate how information and analytics are used for effective decision making,” says Joe. “The stakes were high—the client put half of their annual sales meeting into our hands.”
Tailored program for optimal results
With adaptation to incorporate the client’s terminology and conceptual framework, the Optimising District Performance module formed the basis of the training, to help client managers efficiently analyse their territories, set objectives for sales reps, allocate resources optimally and build good operational action plans. Concepts presented during lecture sessions centered on four basic elements of effective tactical business planning—“big picture” analysis, objective setting, implementation and monitoring. Participants then were grouped into 80 teams to discuss and apply different approaches to achieve their objectives.
Sophisticated computer programs that simulate a pharmaceutical district manager’s responsibilities were used to apply the concepts taught and to create tactical business plans. Complex algorithms simulate the behaviour of sales reps, depending on decisions made by their district managers, and the related impact on physicians’ behaviours.
“The feedback from the client has been extremely positive and they are very satisfied with the results,” adds Joe. “One immediate impact for them has been a marked increase in the usage of the company’s internal sales analytics framework by district managers across the country.”