The head of sales for this global healthcare manufacturer was in the hot seat—he had delivered only half of his forecasted revenue growth for the last two years, the average sale price for his products was falling, profit margins were shrinking, and the sales force was failing to sell its most profitable products. Ultimately, only 29% of his sales team was achieving their quotas.
This state of affairs persisted after he had deployed a new sales process, invested heavily in sales enablement technology, and increased the volume of call planning within his sales force. And then the realization came: He had ignored an important change agent in his sales force—the frontline sales manager.
The sales leader chose to engage VantagePoint to assist, partnering with his internal development team to deploy our research-based frameworks to:
In a little more than a year: