An international market leader in fluid management had an annual goal to increase growth by 20% within their existing hospital accounts and increase the amount of new accounts as well. To do this, they needed to reach different audiences within hospital organizations. They’d need to talk to new clinicians, surgeons, nephrologists, and hospital administrators, and even help hospital teams prepare for the Value Analysis Committee process. A comprehensive and complicated strategy, with many touchpoints, was required to make it all happen.
The U.S. sales team was led by an experienced, effective leader who knew exactly what to do – and when. The challenge? The majority of the sales force was relatively new to the company with less than a year of experience selling the product. They weren’t comfortable with the new audiences and didn’t understand all the strategy and tactics necessary to pull off a successful sale of a clinical program within a hospital. In many instances, the sales team relied on the sales leader to move an account forward. This was problematic from a timing and scale perspective.
Pointward worked closely with company leaders to develop a comprehensive sales playbook – one that encapsulated the sales methodology, the sales process, and techniques for successful outcomes. It was no small task. To gather input and gain consensus, the Pointward team met with the sales director, sales reps, marketing director and team, and clinical experts. We interviewed surgeons for additional insights and asked for case studies from the field. The playbook included the company’s value statement, roles and responsibilities, phases and steps within the sales process, key messages at each phase, tactics, case studies, flow charts, best practices, how to handle objections, FAQs, information on competitors, and tools and resources – all in one place, with an easy-to-follow look and feel. It was made available in print form and in electronic format.
The company held a two-day meeting specifically to launch the sales playbook and train the national sales team on the material. Everyone was incredibly enthusiastic, believing that the content would bring much-needed structure, guidance and effectiveness to their day-to-day sales. Moving forward, new sales hires would be trained using the playbook and managers would use the phases outlined in the playbook to guide their teams.
“I know now that my sales reps understand what is expected of them – and have a clear understanding of what needs to happen to be successful. Capturing all of that, in our new playbook, has made a huge difference in our ability to be effective on the street.”