IS BIGGER ALWAYS BETTER?
THE ORGANISATION
A specialty small sized pharmaceutical company despite having pan India operations were having a high skewness of sales in a few zones. The therapy specialists were covered through 2 sales verticals. The company was looking at field force expansion to drive top line growth.
CHALLENGES
What was the optimal field force size to drive growth?
How would these be deployed?
How to balance expansion strategy with minimal hit on the bottomline?
THE WHITESPACE DOSAGE
THE WHITESPACE PRESCRIPTION
Contrary to looking at an expansion plan , we started with the hypothesis that no field force expansion was required to drive growth. For the hypothesis testing WhiteSpace conducted an intensive customer / territory mapping . Using analytics the potential customers were identified and plotted on a potential curve. The data was joined with the field force coverage (effort), cost per callmetrics for and processed. Brand wise Sales full time equivalences (FTE) were calculated. The resulting analytics showed that there was minimal need for expansion to drive growth. Based on the potential curve the number of customers were reduced and the work load intensity increased.
IMPACT
The non-core specialties were reduced by more than 50% and the work load was reallocated to core specialties. This redirection of effort resulted in core specialties in key markets driving growth and reducing dependence on a few high salience zones. The travel cost reduced by more than 18% with the growth moving to 22%.
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