Challenged by size contraction, patent expiry, and seismic changes in the pharmaceutical industry as a whole, the highly trained and closely knit Oncology sales force of this pharmaceutical company faced an extremely critical year. Recognizing the importance of keeping the sales force motivated and focused, their Oncology leadership tasked Broadstreet to design and deliver an engagement program that would support the specialty group throughout the year and into the future.
Broadstreet spearheaded an approach based on three steps:
Step 1: Diagnose and discover the problem
Step 2: Create activities to feature the problem that provides the end user with appropriate insight
Step 3: Develop a communications plan to deliver reinforcement and sustain momentum
Broadstreet began by working closely with Oncology’s leadership to understand their vision in order to design a bespoke program that aligned with the company’s strategic goals.
A survey was designed and implemented to uncover themes, discover disconnects, and glean insights. As a result of the survey findings, it was discovered there were untapped issues that needed addressing to engage and maximise the efficiency of the sales force. A series of insight-based workshops were created by Broadstreet to immediately manage the issues that had surfaced which were facilitated by Oncology leadership.
Going forward, Broadstreet is developing a series of strategic touch points to engage and motivate the sales force throughout the year. Some touch points will harness the power of technology to keep the lines of communication open including community blogs and town halls.Other touch-points will focus on education and training where others will drive emotional engagement to motivate and inspire the sales force during these challenging times.
This approach to sales force engagement has now been adopted by a number of sectors throughout the company.