ZS Associates: Sales Force Sizing. Sales Force Sizing in New Markets: The Ultimate Guide 2019-01-10

ZS Associates: Sales Force Sizing Rating: 5,8/10 1759 reviews

Sales Force Sizing in New Markets: The Ultimate Guide

ZS Associates: Sales Force Sizing

Through this process, leaders compare the marginal profit contribution to attributed to each sales employee. If, on the other hand, the ideal size is undershot, this will be much harder to ascertain. It include using the analysis to answer the company's vision, mission and key objectives , and how your suggestions will take the company to next level in achieving those goals. Indeed, the more reps a company deploys, the more likely physicians will prescribe the detailed products. The problem is underlying phenomena such as information diffusion or delayed impact do not get the treatment they deserve. A company that focuses entirely on immediate profitability may end up being a niche player.

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Business Case Studies & Business Publications

ZS Associates: Sales Force Sizing

If expansion is not a viable option, the company needs to be more creative to thrive. While working for an industry leader, salespeople benefit from a well-known brand, a stable product, a customer base for references, and the infrastructure to enable big sales. Physicians involved early on are more likely to prescribe. In other instances, deploying details in conjunction with other media may prove even more powerful, the obvious case being sampling. Even, the competitive parity is not desired position, but the company should not lose its valuable resources, even they are common. The quintessential question of the sales force strategy is deceptively simple: how many reps does the company need to deploy? The longer the cycle, the longer it will be until an organization sees the returns on their investment in new headcount.

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(PDF) ZS Associates: Sales Force Sizing

ZS Associates: Sales Force Sizing

Time line also provides an insight into the progressive challenges the company is facing in the case study. Clearly, the one worth detailing here is the specialist, not the generalist. The bad thing about it is it is reactive, not proactive. Step 9 - Take a Break Once you finished the case study implementation framework. You should make a list of factors that have significant impact on the organization and factors that drive growth in the industry. Time line can provide the clue for the next step in organization's journey.

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ZS Associates: Sales Force Sizing

ZS Associates: Sales Force Sizing

Not all salespeople, even the great ones, have the predisposition to be successful in a this kind of an environment. Technique 2: Workload Build-up Workload build-up evaluates the requirements by taking a first stab at the call plan: who needs to be called on and how many times? The strengths and weaknesses are obtained from internal organization. Because of the challenge of estimating the right size of a sales team in a new market, many executives follow their instincts rather than digging into the facts to optimize market coverage and sales resources. It is called synergy when promotion of one drug leads to increased sales of the other complementary products and cannibalization when it leads to decreased sales of the other substitution products. The second round interview has more rigorous , and the candidate is asked to present the conclusions to an Associate. In 2008, the firm celebrated their silver anniversary of 25 years of extraordinary growth. Step 8 -Implementation Framework The goal of the business case study is not only to identify problems and recommend solutions but also to provide a framework to implement those case study solutions.

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Sales Force Sizing in Oncology

ZS Associates: Sales Force Sizing

Firstly, the introduction is written. At the end, the goal is to ensure adequate coverage of products among all targets without jeopardizing physician access and engagement due to excessive number of touchpoints. The principle is the same: add promotional effort until the return, here a combination of sales and profit, is equal to the cost of the incremental investment. Not only do statistical methods strengthen confidence in sales force sizing, they serve as definitive facts for leaders who need to advocate for sales resources within the organization. Start with the quality of the detail. With focus on biomarkers in product development and use of companion diagnostics for informing treatment eligibility and assignment, sales reps now have to target Pathologists and test labs to deliver messages specific to testing, which may warrant creation of a stand-alone diagnostics team. Specifically, the case addresses the problems inherent in changing mind-sets from the more traditional view of one's suppliers to one where attempts are made to develop the skills of key suppliers so the supply chain can work more efficiently and effectively.

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Case Study 1: Sales Force Sizing

ZS Associates: Sales Force Sizing

Others view e-detailing physical as a means to communicate technical and content-heavy information e. A quick fix consists of promoting A at 300K instead. Take a 250-rep specialty sales force for instance. This case describes a consulting firm that is assisting a pharmaceutical company as it faces a strategic question regarding how to determine the size of its sales force. After defining the problems and constraints, analysis of the case study is begin. While pay is strong overall, benefits are good too, the bonuses are not as large as some other consulting firms.

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ZS Associates Firm Profile

ZS Associates: Sales Force Sizing

Had the sales force been significantly smaller, the company would not have been able to attract a co-promotion partner to start with. This will help not only in positioning of the product but also in defining or creating a segment better. Yet, a face-value analysis of the prescription volume would suggest otherwise. To fully leverage the sales force, however, management has to have a very good understanding of the relevance and limitations of the sales force especially with respect to the broader palette of promotional channels available. Hire a large number of people and fire them just one year later. There are basically two difficulties with this endeavor.

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[Marketing Strategy]ZS Associates: Sales Force Sizing Case Study Analysis & Solution

ZS Associates: Sales Force Sizing

Of that group, the start-up that outperformed their competitors in the short-term had the largest sales force. Best alternative should be selected must be the best when evaluating it on the decision criteria. The pervert effect, however, is the physician may still prescribe according to that same plan for patients that pay out of pocket cash spillover or are affiliated with more lenient plans plan-plan spillover. This is clearly the case of untapped opportunity or money left on the table. However, if there are many suppliers alternative, suppliers have low bargaining power and company do not have to face high switching cost.

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ZS Associates: Sales Force Sizing Case Analysis & Solution, HBS & HBR Case Study Solution & Analysis, xls file, excel file

ZS Associates: Sales Force Sizing

Implementation framework differentiates good case study solutions from great case study solutions. The firm is growing, and currently looking to fill multiple positions. A co-promotion agreement, depending on the terms of the deal, could mean you have to synch your call activity with your co-promotion counterpart. An Excel file containing two of the case exhibits is included and is available by contacting sales dardenbusinesspublishing. Each method and tool moves beyond gut instincts to build on proven headcount sizing approaches that support long-term sales and profit growth. Analyze the areas that you need to sort out while launching the products to wider market and what are the challenges the firm will face in market place.

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Sales Force Sizing in Oncology

ZS Associates: Sales Force Sizing

Consider another situation where two products are to be promoted to one specialty: drug A at 200K details in the first position and drug B at 300K details in the second position. This is the case of operational inefficiency bordering on the white elephant syndrome. This approach addresses head-on what is known as the reach-frequency question, where reach refers to who needs to be visited physicians, hospitals, clinics, free-standing facilities, etc. Its recommended outputs yield greater revenue, lower costs, increase productivity and improve overall business performance. Providing two undesirable alternatives to make the other one attractive is not acceptable. We point out in great detail which segments will be most lucrative for the company to enter.

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