Healthcare & Life Sciences

Company Profile

  • ~$5B annual sales, global footprint
  • Global leader in core competency

Situation and Objectives

  • Sales force showed symptoms of being undersized
  • Account managers and product specialist did not adequately pursue their assigned functions
  • Sales force internal communication was suboptimal


  • Benchmarking to evaluate sales force size against competitors
  • Identified workload requirements for each product, by rep type needed to generate sales by customer segment
  • Generated a new plan for deployment of rep types across territories based on product alignment, customer segmentation, and goals
  • Assessed compensation structure by rep type in context of sales management system

A comprehensive approach was used to assess effectiveness


  • Increased sales force size with addition of new defined roles, but maintained account manager and rep headcount
  • Steepened incentive curve to achieve higher turnover of low-performing reps, and higher incentive for high-performing reps


  • Optimized sales force put product back on track to hit revenue target with sales increase of ~10%

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