driving operational change whilst maintaining field force motivation damian colehan julian snape...
TRANSCRIPT
![Page 1: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/1.jpg)
Driving Operational Change Whilst Maintaining Field Force Motivation
Damian Colehan
Julian Snape
Nick Merryfield
![Page 2: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/2.jpg)
2 Company Confidential© 2007 Abbott
Agenda
The Abbott journey – implementing change and improving productivity
Monitoring success – what measures can be used?
Measuring motivation and satisfaction
Reflective leadership
![Page 3: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/3.jpg)
3 Company Confidential© 2007 Abbott
Environment & ObjectivesThe industry’s sales forces are facing unprecedented change:
- Key account management
- Reduction in size
- New roles
- Fragmentation of NHS decision making
- Evolution from primary care to secondary care focus
Describe journey of sales force optimisation & effectiveness in Abbott from 2001 – 2007
Share examples of methods to achieve the maintenance & improvement of morale during change
Create discussion and key learnings through Q&A
![Page 4: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/4.jpg)
4 Company Confidential© 2007 Abbott
Sales force optimisation - 6 main elements
Optimisation
Resource Optimisation
Size, structure, roles and focus of salesforce activity [targeting, frequency & coverage]
Segmentation and Targeting
Ability of salesforce to get the company message delivered effectively. Coaching and competencies.
Ability to monitor salesforce metrics and make tactical decisions
Measurement
Training and Competencies
Customer targets, prescribers and influencers defined by value
Salesforce Planning
Ability and tools of salesforce to effectively plan at a territory and customer level
Incentives
Salesforce and management incentive scheme modelling and sales target forecasting
Field ForceMotivation & Satisfaction
![Page 5: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/5.jpg)
5 Company Confidential© 2007 Abbott
• Refocused linear
primary care team
• Expanded secondary care capability
• Expanded HCD team
• Invest in 1st line manager development
• Integrated Knoll Ltd
• 4 primary care teams
• 1 hospital team
• Small HCD team
• Account management
• Account based targeting
• Local business planning
• Personal development planning
• Performance management
The Abbott journey…….
2001 2002 2003 2004 2005 20062007…
- Teams operating in clusters of isolation
- Low accountability
- Focus on integration
- Introduction of individual performance
management metrics and performance rankings
- Portfolio changes
- Acceleration of specialist products
- 65 Primary care representatives
- 100 secondary care and NHS liaison specialists
![Page 6: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/6.jpg)
6 Company Confidential© 2007 Abbott
Abbott Case Study - Review Optimisation Elements
Abbott recognised the need to benchmark sales force productivity in order to run a continual improvement programme
This project commenced with a benchmarking project of the productivity elements through internal interviews and salesforce metric analysis
An ongoing development programme
was developed commencing
with resource deployment
![Page 7: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/7.jpg)
7 Company Confidential© 2007 Abbott
• Refocused linear
• primary care team
• Expanded secondary care capability
• Expanded HCD team
• Invest in 1st line manager development
• Integrated Knoll Ltd
• 4 primary care teams
• 1 hospital team
• Small HCD team
• Account management
• Account based targeting
• Local business planning
• Personal development planning
• Performance management
The Abbott journey…….
2001 2002 2003 2004 2005 20062007…
- Teams operating in clusters of isolation
- Low accountability
- Focus on integration
- Introduction of individual performance
management metrics and performance rankings
- Portfolio changes
- Acceleration of specialist products
- 65 Primary care representatives
- 100 secondary care and NHS liaison specialists
![Page 8: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/8.jpg)
8 Company Confidential© 2007 Abbott
• Design a sales force structure that would deliver the financial target!!
• Headcount constraints
• No redundancy policy
• Future proof
• Flexible resource if necessary
Resource Levels – outcomes from strategic planning process
![Page 9: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/9.jpg)
9 Company Confidential© 2007 Abbott
Resource Levels – Analysis
• There was an existing salesforce consisting of 2 mirrored teams, these were believed to be over resourced for product portfolio expectations
• Project used a mixture of key personnel meetings, analysis and resource modelling.
Resource Issues
Retain Best People
Impact ofNHS Change
Resource LevelToo high
Minimise Disruption
Product portfolio impact of high market pressure and patent expiry
Manage motivation, satisfaction & loyalty
Product portfolio near term targets challenging
Unknown impact of changes to PCOs and emerging local changes
![Page 10: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/10.jpg)
10 Company Confidential© 2007 Abbott
What is the right deployment of resource?
Key methods of sales force configuration
Maintaining customer relationships
Motivation
Retaining quality
Delivering the numbers
Implementing brand strategy
![Page 11: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/11.jpg)
11 Company Confidential© 2007 Abbott
Required share of voice, frequency and coverage,
disease management,
KOL development and complexity of the sales model
Product Strategies
Customer Value ConstraintsSkills and Structure
Required Prescribers and
influencers,future opportunity value, profitability, sales sensitivity,
optimum customer list size
Corporate headcount,
employee issues, management
structure, territory sizes, call capacity,
geography
Suitable skills for different selling
environments and customer types, territory size and
structure
Resource Optimisation ModelNumber of FTEs - Skills, Customer Groups, Team Structure, Territory Boundaries
Model created scenarios including FTE workload index, then analysed disruption
Resource Optimisation Model - Drivers
![Page 12: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/12.jpg)
12 Company Confidential© 2007 Abbott
Required share of voice, frequency and coverage,
disease management,
KOL development and complexity of the sales model
Product Strategies
Customer Value ConstraintsSkills and Structure
Required Prescribers and
influencers,future opportunity value, profitability, sales sensitivity,
optimum customer list size
Corporate headcount,
employee issues, management
structure, territory sizes, call capacity,
geography
Suitable skills for different selling
environments and customer types, territory size and
structure
Optimum Salesforce Resource Deployment
Number of FTEs - Skills, Customer Groups, Team Structure, Territory Boundaries
Resource Optimisation ModelNumber of FTEs - Skills, Customer Groups, Team Structure, Territory Boundaries
Resource Optimisation Model - Drivers
![Page 13: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/13.jpg)
13 Company Confidential© 2007 Abbott
Business Value Concentration – ground up
Business Value Index Concentration
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Busi
ness
Valu
e
Accounts
![Page 14: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/14.jpg)
14 Company Confidential© 2007 Abbott
Recommendation was to move to a single team structure with a FTE reduction of nearly 30%
Most customer relationships maintained -customer disruption of 29%
Clear customer focused sales force structure able to deliver new strategies
- account management
- local business planning
This would require the development of new KPIs centred around target customers target nurses with activity targets that were within the capacity
Resource Levels - Implementation
![Page 15: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/15.jpg)
15 Company Confidential© 2007 Abbott
Key Account Management
![Page 16: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/16.jpg)
16 Company Confidential© 2007 Abbott
Key Account Level Targeting
Already recognised as a new area, it now needed immediate attention to push business forward
Changing Customer Base
Changing Product Adoption Process
Address PortfolioChanges
NHS Liaison Support
Account Strategy
![Page 17: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/17.jpg)
17 Company Confidential© 2007 Abbott
This encompassed a number of elements:
Key Account Based Segmentation and Targeting
Segmentation and Targeting
How is targeting implementation
measured ?
What elements describe a target customer or account
?
How will buy-in be achieved in the
salesforce ?
What data sources should be used to value
customers/accounts ?
What mix of influencers and prescribers ?
![Page 18: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/18.jpg)
18 Company Confidential© 2007 Abbott
Calculating True Value
Each account was valued for the relevant portfolio using 2 elements;
Account Value
Degree of LIKELIHOOD of increase in future prescribing, influence or referral for the brand
PROPENSITYPOTENTIAL
Volume of OPPORTUNITY to prescribe or refer brand specific disease treatments
![Page 19: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/19.jpg)
19 Company Confidential© 2007 Abbott
Customer Value
Degree of LIKELIHOOD of increase in future prescribing, influence or referral for the brand
PROPENSITYPOTENTIAL
Volume of OPPORTUNITY to prescribe or refer brand specific disease treatments
•Own product sales – growth/volume/market share
•Specific competitor usage profile•Attitudinal data – adoption, attitude to
treatment of disease•PCT influence – formularies, protocols,
guideline•PBC status and influence•Customer typology (qualification, special
interest etc)•Disease management structure•Hospital formularies and protocols•Funding•KOL•Sophistication of structure to treat
•Market sales•Volume of patients by disease profile – e.g
age, ethnicity, socio economic etc•Practice size – number of GPs, nurses, list
size•Disease prevalence•QOF data •Disease management clinics/mechanisms for
generating patients•Number of beds/treatment capability by
disease*•Patient treatments/admissions by disease*•Hospital spend on disease area*•PCT funding/financial data•Size of catchment / referral areas*
Value Measurements
* Typically Secondary Care measurements
![Page 20: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/20.jpg)
20 Company Confidential© 2007 Abbott
SaboteurSaboteur
LodgerLodger
Raving Raving FanFan
LoyalLoyal
LoyalLoyalLostLost
LostLost
LookingLooking
LookingLooking
Sophisticated Value in Clear Segments
The accounts were grouped into suitable segments relative to the brand strategy and communication channel to be used.
They were combined to determine a portfolio value.
The salesforce targets were crossed with accessibility to ensure a successful salesforce implementation
POTENTIAL
PR
OP
EN
SIT
Y
AB
![Page 21: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/21.jpg)
21 Company Confidential© 2007 Abbott
Did it Work????
![Page 22: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/22.jpg)
22 Company Confidential© 2007 Abbott
Results - targeted activity
Activity is more focused on the productive targets at the right frequency
GP Target Frequency
27%
11%
18%
11%
13%
11%
11%
10%
31%
58%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Nov 02 MAT Nov 03 MAT
Target Freq x4+
Target Freq x3
Target Freq x2
Target Freq x1
Target Freq x0
2003 2006
Target coverage up from
73% to 89%
Increased size of productive frequency segment from
31% to 58%
![Page 23: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/23.jpg)
23 Company Confidential© 2007 Abbott
Results – Financial : sales growth, main brand
Sales increase of 22% Market Share increase of 7%
0
200000
400000
600000
800000
1000000
1200000
1400000
![Page 24: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/24.jpg)
24 Company Confidential© 2007 Abbott
What else changed?
•Change in behaviour – account based targeting
•Local business planning
•Change in measurement – clearly defined personal KPIs
•Change in incentives and rewards
•Introduction of finely managed coaching system
•Introduction of personal development plans
•Increased days on road – 165 rose to 180 per rep
• RM coaching days increased by 30%
•Sickness reduced by 18%
•Turnover reduced from 13% to 4%
![Page 25: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/25.jpg)
How Satisfied and Motivated Is Your Salesforce and How Do You Measure It?
Damian Colehan
Nick Merryfield
![Page 26: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/26.jpg)
26 Company Confidential© 2007 Abbott
Session Objectives
1. Demonstrate positive effect of benchmarking motivation through field force change
• Limitations of relying on internal surveys for climate checking
2. Show six year trends relating to industry motivation & SFE
• Real life examples of creating the right and wrong environment
3. Abbott initiatives taken to assist in developing motivation
4. Challenge whether your field force is motivated to embrace SFE and continuous improvement initiatives
![Page 27: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/27.jpg)
27 Company Confidential© 2007 Abbott
Questions
• Do you:
– Know the level of motivation in your salesforce compared to the industry?
– Know what motivational factors are important to them?
– REALLY consider their motivation through change
– Impact on:– Sales
– Activity
– Customer perception of the company
• Abbott very keen to know during period of change ~ 2004-07
![Page 28: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/28.jpg)
Measuring Your Field Force’s Fitness to Take On Sales Force Effectiveness?
The Pf Company Perception,
Motivation and Satisfaction Survey
1. Survey Background
2. 6 Year Industry Trends
3. Real life examples of good & bad environments
![Page 29: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/29.jpg)
29 Company Confidential© 2007 Abbott
The Pf Company Perception, Motivation and Satisfaction Survey - Background
• Pharmaceutical Field Magazine:
• 2001 to 2007
• 12,000 responses
• 2,300 in 2007
• Over 75 companies
• Mix of primary, secondary, hospital, HDM, RBM, NSM responses
• Expert Partner
• Royal Statistical Society at the Nottingham Trent University
![Page 30: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/30.jpg)
30 Company Confidential© 2007 Abbott
The Pf Company Perception, Motivation and Satisfaction Survey - 6 Survey Aims
• In relation to the field force:
1. What MOTIVATES them
2. How SATISFIED are they with motivational factors
3. RETENTION & RECRUITMENT
4. Who are EMPLOYERS of CHOICE
5. How do they use ETMS
6. Actual REMUNERATION packages
![Page 31: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/31.jpg)
31 Company Confidential© 2007 Abbott
Survey Method
• Different from internal company surveys by:
– Benchmarking against:• The Industry• Competitors (minimum of 4)
– Sub analyse by infinite parameters via an ‘interrogation tool’:• Job Role• Length of time in role & industry & # of companies worked for• Sales performance• Geography• Full time / part time• Contract / head count
![Page 32: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/32.jpg)
CATEGORY 1:
Motivating Factorsof the Field Force
Q. Responders were asked to rank their Top 7 most important work factors from a list of 16 options.
![Page 33: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/33.jpg)
33 Company Confidential© 2007 Abbott
Change in Important Work Factors2002 to 2007
PHARMACEUTICAL INDUSTRY
TOP 7 IMPORTANT WORK FACTORS
Rank 2002 2007 Change 07 to 02
1 Salary Salary =
2 Personal Development Rel with Manager Up 1
3 Rel with Manager Company Culture Up 6
4 Bonus (Down 5 in 07) Belief in Products Up 2
5 Success Recognition Job Security Up 2
6 Belief in Product Success Recognition Down 1
7 Job Security Personal Development Down 5
Rel with Manager = Relationship with Manager
![Page 34: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/34.jpg)
CATEGORY 2:
How Satisfied are the Field Force
Q. Responders were asked to score their satisfaction with each motivational factor:
Very Satisfied +2
Satisfied+1
Average/No Opinion 0
Dissatisfied -1
Very Dissatisfied -2
![Page 35: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/35.jpg)
35 Company Confidential© 2007 Abbott
Satisfaction
SCALE CONVERSION Very Satisfied 100
Satisfied 50
Average 0
Dissatisfied -50
Very Dissatisfied -100
![Page 36: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/36.jpg)
36 Company Confidential© 2007 Abbott
Change in SatisfactionVery Satisfied 100
Satisfied 50
Average 0
Dissatisfied -50
Very Dissatisfied -100
Change in Average Level of Satisfaction With Top 7 Motivational Factors 02 to 06
2002 2006 % Change 02 to 06
All Responders 30 35 14%
Highest Sales Reps 38 33 -17%
In 2007
– All Responders Average Satisfaction Remained at 35
– Highest Sales Performers Increased to Average 37
![Page 37: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/37.jpg)
The Power of the Survey
Real Life Example
Top 10 Pharmaceutical Co.
Satisfaction with Top 7 Motivational Factors
![Page 38: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/38.jpg)
38 Company Confidential© 2007 Abbott
Comp X - Satisfaction With Top 7 Factors
-0.5
0
0.5
1
1.5
Satis
fact
ion
Comp X
Scale:Very Satisfied
+2Satisfied +1Average/No Opinion 0Dissatisfied
-1Very Dissatisfied -2
![Page 39: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/39.jpg)
39 Company Confidential© 2007 Abbott
Satisfaction with Top 7 Factors
-0.5
0
0.5
1
1.5
Sat
isfa
ctio
n
Comp XIndustry
Scale:Very Satisfied
+2Satisfied +1Average/No Opinion 0Dissatisfied
-1Very Dissatisfied -2
![Page 40: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/40.jpg)
40 Company Confidential© 2007 Abbott
-0.5
0
0.5
1
1.5
Sat
isfa
ctio
n
Comp XIndustryCompetitors
Satisfaction With Top 7 FactorsVery Satisfied
+2Satisfied +1Average/No Opinion 0Dissatisfied
-1Very Dissatisfied -2
![Page 41: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/41.jpg)
41 Company Confidential© 2007 Abbott
-0.5
0
0.5
1
1.5
Sat
isfa
ctio
n
Comp XIndustryCompetitors
Satisfaction of Top 7 Factors
Averaging all satisfaction scores identifies real problems:
•Industry employees are twice as satisfied compared to Comp. X
•Competitor employees are nearly three times more satisfied
Very Satisfied+2
Satisfied +1Average/No Opinion 0Dissatisfied
-1Very Dissatisfied -2
![Page 42: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/42.jpg)
Example of a High Performing Companies
Comp A
Comp B
![Page 43: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/43.jpg)
43 Company Confidential© 2007 Abbott
0
0.5
1
1.5
Salary
Rel With M
anager
Belief in Products
Company Culture
Success Recognition
Job Security
Personal Development
Sa
tis
fac
tio
n
Industry
Comp A
Comp B
![Page 44: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/44.jpg)
CATEGORY 3
Attrition
Do theyWant to Stay or Go?
![Page 45: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/45.jpg)
45 Company Confidential© 2007 Abbott
Attrition
Q. Do you intend to move from your present employer
in the next 12 months?
• 2007 = 14% said YES
• 2002 = 24% said YES
• Change in 6 years = -35%
• Comp X, A&B = 23%, <5%
![Page 46: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/46.jpg)
CATEGORY 4
Use of Electronic Territory Management Systems
Series of Questions to Establish Whether Field Forces Actually Use ETMS
![Page 47: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/47.jpg)
47 Company Confidential© 2007 Abbott
Summary of ETMS Use
• Only 50% will take a system with them most days
• Only 30% will definitely set a pre call objective every call
• 40% may not bother with a post call report
• 20% of 1:1 calls may be dishonestly recorded
• 40% of meeting calls may be dishonest
• And 50% of key messages may be made up
• Conclusion:
• Choose your ETMS provider carefully – home grown maybe best!
• Interpret your post marketing research with caution
• Engage your field force to get a quick win over the competition
![Page 48: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/48.jpg)
CATEGORY 5
Employer of Choice
Is Your Organisation Capable of Attracting the Best Talent?
![Page 49: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/49.jpg)
49 Company Confidential© 2007 Abbott
Employers of Choice 2002Went With Company £Turnover
Company Rank 2002
GlaxoSmithKline 1
Pfizer 2
Merck Sharp & Dohme 3
Janssen-Cilag 4
Eli Lilly & Company 5
Wyeth 6
Roche 7
Schering Plough 8
![Page 50: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/50.jpg)
50 Company Confidential© 2007 Abbott
Employers of Choice 2007All Change
Company Rank 2007
Roche 1
Boehringer Ingelheim 2
Eli Lilly & Company 3
Sanofi-Aventis 4
Schering Plough 5
Janssen-Cilag 6
Schering 7
Novartis 8
Wyeth 9
Proctor & Gamble 10
![Page 51: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/51.jpg)
51 Company Confidential© 2007 Abbott
Summary
• The survey will answer:
1. What Motivates the different groups of reps
2. How Satisfied these groups are
3. Whether they want leave you
4. Do they use your ETMS
5. Can you attract the best talent
6. Are you paying competitive remuneration packages
• Back to Damian Colehan
![Page 52: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/52.jpg)
The Abbott Story
A Tale of Two Halves
![Page 53: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/53.jpg)
53 Company Confidential© 2007 Abbott
The Abbott Story
First Half
2001 – 2003
• Knoll integration 2001.
• Small Pharma business to midsize in six months.
• Merging of two cultures and systems.
• Focus on cultural integration.
• ETMS launch.
![Page 54: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/54.jpg)
54 Company Confidential© 2007 Abbott
2001 - 2003
2001 – 2003 cont.
• Realignment of salesforce evaluation of larger Secondary Care business.
• Salesforce re-alignment.
• Development of five year strategic plan.
• Introduction of European SFE programme.
• Market share based incentives (limited bonus).
• Investment in Regional Manager training.– Performance management
• Little consideration on field force motivation
![Page 55: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/55.jpg)
55 Company Confidential© 2007 Abbott
2003 The Results - Levels of Satisfaction
Average work factor satisfaction score ( profile scenario 1 )
-1
-0.5
0
0.5
1
1.5
2
Rel'sh
ip w
ith d
irect
man
ager
Job
secu
rity
Belief
in p
rese
nt p
rodu
cts
Share
sch
eme
Additio
nal r
espo
nsibi
lit ies
Struct
. app
raisa
l sys
tem
Recog
. of y
our s
ucce
ss
Perso
nal d
evel
opm
ent
Auton
omy
Accou
nata
bility
for s
ales
Compa
ny c
ultur
e
Salar
y
Car P
olicy
Bonus
Futur
e pr
oduc
t pipe
line
![Page 56: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/56.jpg)
The Abbott Story
Second Half ~ 2004 to 2006 and beyond
![Page 57: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/57.jpg)
57 Company Confidential© 2007 Abbott
2004 / 2006
• More change expected BUT
• High consideration of FF motivation:
– Sales management restructure.
– Embed strategic plan – new sense of purpose and direction.
– Open honest communication.
– Second restructure of Primary Care (no redundancies).
– Focus on local SFE priorities.
– New company car scheme.
– Sales incentives volume growth based.
– Salary benchmarking.
– Re-introduction of overseas conference.
– Greater FF involvement in customer targeting.• Evolution to key account management
.
![Page 58: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/58.jpg)
58 Company Confidential© 2007 Abbott
Top 5 Important Work Factorsfor Abbott Personnel
1. Salary
2. Job Security
3. Company Culture
4. Relationship with Manager
5. Bonus
Of the 16 motivational factors available to choose from, Abbott ranked the following five as the most important
![Page 59: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/59.jpg)
59 Company Confidential© 2007 Abbott
Satisfaction With Motivational Factors 2006
Average satisfaction scores for all work factors
-0.5
0
0.5
1
1.5
2
Abbott Laboratories
Profile
Company Selection
![Page 60: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/60.jpg)
60 Company Confidential© 2007 Abbott
Do People Want to Stay or Go in 2006?
Career progression in the next 12 months
0% 20% 40% 60% 80% 100%
SelectedCompanies
Profile
AbbottLaboratories
Move comp
Move pos
Remain
Other
![Page 61: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/61.jpg)
61 Company Confidential© 2007 Abbott
Company Culture
Satisfied with company culture
0% 20% 40% 60% 80% 100%
Selection ( 51 )
Profile
Abbott Laboratories
dissatisf ied
no opinion
satisf ied
Satisfied with company culture
0% 20% 40% 60% 80% 100%
SelectedCompanies
Profile
AbbottLaboratories
Dissatisf ied
No Opinion
Satisf ied
2003
2006
In 2006:
19% greater than industry
20% greater than in Abbott three years ago
![Page 62: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/62.jpg)
62 Company Confidential© 2007 Abbott
Summary
Comparing the 2003 satisfaction results against 2006, for the same 7 factors for the Highest Performers:
Abbott Industry
2003 +0.88 +0.38
2006 +1.44 +0.33
The industry’s average satisfaction had dropped by 17%
Abbott’s average satisfaction had increased by 63%
![Page 63: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/63.jpg)
The Abbott Story
And Beyond –
Satisfaction Levels this Year ~ 2007
![Page 64: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/64.jpg)
64 Company Confidential© 2007 Abbott
And Beyond – Satisfaction Levels 2007
Average satisfaction scores for all work factors
-0.4
-0.2
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
Rel'sh
ip with
dire
ct m
anag
er
Pensio
n sc
hem
e
Compa
ny c
ultur
e
Belief
in p
rese
nt p
rodu
cts
Auton
omy
Job
secu
rity
Accou
ntabil
ity fo
r sale
s
Perso
nal d
evel
opm
ent
Additio
nal r
espo
nsibilit
ies
Recog
. of y
our s
ucce
ss
Struct.
App
raisa
l sys
tem
Share
schem
e
Car p
olicy
Salary
Bonus
Futu
re p
rodu
ct pi
pelin
e
Abbott Laboratories
Profile
Company Selection
![Page 65: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/65.jpg)
65 Company Confidential© 2007 Abbott
Reflective Leadership
![Page 66: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/66.jpg)
66 Company Confidential© 2007 Abbott
Reflective Leadership• Engage all the stakeholders – MD/CEO, Board, Sales & Marketing etc
• Have clear focus with end results explicitly defined
• Have detailed planning with contingencies
• Make the difficult decisions at the right time – do not delay
• Have constant communication
• Ensure the sales force is trained to operate in the new environment
• Monitor performance through pro-active use of KPIs and external benchmarking data
• Find the right supplier – build trust and understanding & brief them clearly Listen and be open to feedback
• Operate a continuous improvement culture – review regularly
![Page 67: Driving Operational Change Whilst Maintaining Field Force Motivation Damian Colehan Julian Snape Nick Merryfield](https://reader036.vdocuments.us/reader036/viewer/2022062619/55151505550346a80c8b5d39/html5/thumbnails/67.jpg)
67 Company Confidential© 2007 Abbott
THANK YOU
Questions?