Driving Operational Change
Whilst Maintaining Field
Force Motivation
Damian Colehan
Julian Snape
Nick Merryfield
Agenda
The Abbott journey – implementing change and improving
productivity
Monitoring success – what measures can be used?
Measuring motivation and satisfaction
Reflective leadership
Company Confidential
© 2007 Abbott
2
Environment & Objectives
The 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
Company Confidential
© 2007 Abbott
3
Sales force optimisation - 6 main elements
Resource
Optimisation
Size, structure, roles and focus
of salesforce activity [targeting,
frequency & coverage]
Segmentation
and Targeting
Measurement
Field
Force
Optimisation
Motivation & Satisfaction
Ability to monitor salesforce
metrics and make tactical
decisions
Customer targets, prescribers
and influencers defined by value
Salesforce
Planning
Incentives
Training and
Competencies
Ability and tools of salesforce
to effectively plan at a territory
and customer level
Ability of salesforce to get the
company message delivered
effectively. Coaching and
competencies.
Company Confidential
© 2007 Abbott
4
Salesforce and management
incentive scheme modelling and
sales target forecasting
The Abbott journey…….
•
•
Integrated Knoll Ltd
•
4 primary care teams
•
1 hospital team
•
Small HCD team
2001
•
2002
- Teams operating in
clusters of isolation
- Low accountability
Refocused linear
•
Account management
primary care team
•
Account based targeting
Expanded secondary care
capability
•
Local business planning
•
Personal development
planning
•
Performance management
•
Expanded HCD team
•
Invest in 1st line manager
development
2003
- Introduction of
individual performance
management metrics and
performance rankings
2004
- Portfolio changes
- Acceleration of
specialist products
- Focus on integration
Company Confidential
© 2007 Abbott
2005
5
2006
2007…
- 65 Primary care
representatives
- 100 secondary care and
NHS liaison specialists
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
Company Confidential
© 2007 Abbott
6
The Abbott journey…….
•
Refocused linear
•
Account management
•
Integrated Knoll Ltd
•
primary care team
•
Account based targeting
•
4 primary care teams
•
•
Local business planning
•
1 hospital team
Expanded secondary care
capability
•
•
Small HCD team
Personal development
planning
•
Performance management
2001
2002
- Teams operating in
clusters of isolation
- Low accountability
•
Expanded HCD team
•
Invest in 1st line manager
development
2003
- Introduction of
individual performance
management metrics and
performance rankings
2004
- Portfolio changes
- Acceleration of
specialist products
- Focus on integration
Company Confidential
© 2007 Abbott
2005
7
2006
2007…
- 65 Primary care
representatives
- 100 secondary care and
NHS liaison specialists
Resource Levels – outcomes from strategic
planning process
• Design a sales force structure that would deliver the financial
target!!
• Headcount constraints
• No redundancy policy
• Future proof
• Flexible resource if necessary
Company Confidential
© 2007 Abbott
8
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 Level
Too high
Product portfolio impact of high
market pressure and patent expiry
Impact of
NHS Change
Resource
Issues
Retain Best
People
Unknown impact of changes to
PCOs and emerging local
changes
Minimise
Disruption
Manage motivation, satisfaction &
loyalty
Company Confidential
© 2007 Abbott
Product portfolio near term targets
challenging
9
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
Company Confidential
© 2007 Abbott
10
Resource Optimisation Model - Drivers
Product
Strategies
Customer Value
Constraints
Skills and
Structure
Required share of
voice, frequency
and coverage,
disease
management,
KOL development
and complexity of
the sales model
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 Model
Number of FTEs - Skills, Customer Groups, Team Structure, Territory Boundaries
Model created scenarios including FTE workload index, then analysed disruption
Company Confidential
© 2007 Abbott
11
Resource Optimisation Model - Drivers
Product
Strategies
Customer Value
Constraints
Skills and
Structure
Required share of
voice, frequency
and coverage,
disease
management,
KOL development
and complexity of
the sales model
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 Model
Number of FTEs - Skills, Customer Groups, Team Structure, Territory Boundaries
Number of FTEs - Skills, Customer Groups, Team Structure, Territory Boundaries
Optimum Salesforce Resource Deployment
Company Confidential
© 2007 Abbott
12
Business Value Concentration – ground up
Business Value Index Concentration
100%
90%
80%
70%
60%
50%
Business Value
40%
30%
20%
10%
0%
0%
10%
20%
30%
40%
50%
Accounts
Company Confidential
© 2007 Abbott
13
60%
70%
80%
90%
100%
Resource Levels - Implementation
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
Company Confidential
© 2007 Abbott
14
Key Account Management
Company Confidential
© 2007 Abbott
15
Key Account Level Targeting
Already recognised as a new area, it now needed immediate attention to push business forward
NHS Liaison
Support
Address Portfolio
Changes
Account
Strategy
Changing
Customer Base
Company Confidential
© 2007 Abbott
16
Changing Product
Adoption Process
Key Account Based Segmentation and
Targeting
This encompassed a number of elements:
How is targeting
implementation
measured ?
What elements describe a
target customer or
account ?
Segmentation
and Targeting
What mix of influencers
and prescribers ?
What data sources should
be used to value
customers/accounts ?
Company Confidential
© 2007 Abbott
17
How will buy-in be
achieved in the
salesforce ?
Calculating True Value
Each account was valued for the relevant portfolio using 2 elements;
POTENTIAL
Account
Value
Volume of
OPPORTUNITY to
prescribe or refer
brand specific
disease treatments
PROPENSITY
Degree of
LIKELIHOOD
of increase in future
prescribing, influence
or referral for the
brand
Company Confidential
© 2007 Abbott
18
Value Measurements
POTENTIAL
Customer
Value
Volume of OPPORTUNITY to prescribe or
refer brand specific disease treatments
Degree of LIKELIHOOD
of increase in future prescribing,
influence or referral for the brand
• 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*
Company Confidential
* Typically Secondary Care measurements
© 2007 Abbott
PROPENSITY
• 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
19
Sophisticated Value in Clear Segments
PROPENSITY
Looking
Lost
Saboteur
A
Loyal
Raving
Fan
Lodger
Loyal
B
Lost
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.
Looking
POTENTIAL
Company Confidential
© 2007 Abbott
20
The salesforce targets were crossed
with accessibility to ensure a
successful salesforce implementation
Did it Work????
Company Confidential
© 2007 Abbott
21
Results - targeted activity
Activity is more focused on the productive targets at the right frequency
GP Target Frequency
100%
90%
31%
80%
Target Freq x4+
58%
70%
60%
50%
11%
Target Freq x3
13%
40%
18%
30%
Increased size of productive
frequency segment from
Target Freq x1
31% to 58%
10%
11%
27%
11%
Target Freq x0
11%
0%
Nov 02 MAT
2003
73% to 89%
Target Freq x2
20%
10%
Target coverage up from
Nov 03 MAT
2006
Company Confidential
© 2007 Abbott
22
Results – Financial : sales growth, main brand
Sales increase of 22%
Market Share increase of 7%
1400000
1200000
1000000
800000
600000
400000
200000
0
Company Confidential
© 2007 Abbott
23
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%
Company Confidential
© 2007 Abbott
24
How Satisfied and Motivated
Is Your Salesforce and How
Do You Measure It?
Damian Colehan
Nick Merryfield
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
Company Confidential
© 2007 Abbott
26
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
Company Confidential
© 2007 Abbott
27
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
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
Company Confidential
© 2007 Abbott
29
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
Company Confidential
© 2007 Abbott
30
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
Company Confidential
© 2007 Abbott
31
CATEGORY 1:
Motivating Factors
of the Field Force
Q. Responders were asked to rank their Top 7
most important work factors from a list of 16
options.
Change in Important Work Factors
2002 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
Company Confidential
© 2007 Abbott
33
CATEGORY 2:
How Satisfied are the
Field Force
Q. Responders were asked to score their
satisfaction with each motivational factor:
Very Satisfied
Satisfied
Average/No Opinion
Dissatisfied
Very Dissatisfied
+2
+1
0
-1
-2
Satisfaction
SCALE CONVERSION
Company Confidential
© 2007 Abbott
Very Satisfied
100
Satisfied
50
Average
0
Dissatisfied
-50
Very Dissatisfied
-100
35
Change in Satisfaction
Very 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
Company Confidential
© 2007 Abbott
36
The Power of the Survey
Real Life Example
Top 10 Pharmaceutical Co.
Satisfaction with Top 7 Motivational Factors
Comp X - Satisfaction With Top 7 Factors
1.5
Scale:
Very Satisfied
Satisfied
Average/No Opinion
Dissatisfied
Very Dissatisfied
Satisfaction
1
+2
+1
0
-1
-2
0.5
Comp X
0
r
Pe
b
Jo
n
so
ity
ur
v
De
al
c
Se
el
on
t
en
m
op
ti
ni
og
38
c
Re
re
ts
r
ge
lt u
Cu
a
an
uc
od
Pr
ny
n
ss
ce
fi
M
Company Confidential
© 2007 Abbott
c
Su
ie
pa
m
Co
l
Be
ith
W
y
ar
l
Re
l
Sa
-0.5
Satisfaction with Top 7 Factors
Scale:
Very Satisfied
Satisfied
Average/No Opinion
Dissatisfied
Very Dissatisfied
Company Confidential
© 2007 Abbott
39
+2
+1
0
-1
-2
Satisfaction With Top 7 Factors Very Satisfied
+2
+1
0
-1
-2
Satisfied
Average/No Opinion
Dissatisfied
Very Dissatisfied
1.5
Satisfaction
1
0.5
Comp X
Industry
Competitors
0
rit
cu
Se
y
n
en
pm
lo
ve
De
al
on
rs
Pe
b
Jo
o
iti
gn
co
Re
t
40
s
es
cc
Su
re
ltu
Cu
s
er
ag
an
t
uc
od
Pr
M
Company Confidential
© 2007 Abbott
ny
pa
m
Co
n
fi
li e
Be
ith
lW
Re
ry
la
Sa
-0.5
Satisfaction of Top 7 Factors
Very Satisfied
Satisfied
Average/No Opinion
Dissatisfied
Very Dissatisfied
1.5
+2
+1
0
-1
-2
Satisfaction
1
0.5
Comp X
Industry
Competitors
0
en
pm
lo
ve
De
al
on
rs
Pe
b
Jo
s
es
cc
Su
ny
pa
m
Co
n
fi
li e
Be
ith
lW
Re
ry
la
Sa
o
iti
gn
co
Re
t
uc
od
Pr
M
rit
cu
Se
Averaging all satisfaction scores identifies real problems:
y
re
ltu
Cu
s
-0.5
er
ag
an
•Industry employees are twice as satisfied compared to Comp. X
41
t
Company Confidential
© 2007 Abbott
n
•Competitor employees are nearly three times more satisfied
Example of a
High Performing Companies
Comp A
Comp B
Industry
1
Comp A
Comp B
Satisfaction
1.5
0.5
0
Pe
b
e
ev
o
iti
er
s
ct
ag
an
n
en
pm
lo
n
og
re
tu
ul
ec
C
M
u
od
Pr
y
R
y
rit
lD
s
cu
Se
a
on
rs
Jo
es
n
pa
cc
Su
om
n
fi
ry
la
ith
W
el
ie
el
C
B
R
Sa
43
Company Confidential
© 2007 Abbott
t
CATEGORY 3
Attrition
Do they
Want to Stay or Go?
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%
Company Confidential
© 2007 Abbott
45
CATEGORY 4
Use of Electronic Territory
Management Systems
Series of Questions to Establish Whether Field Forces
Actually Use ETMS
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
Company Confidential
© 2007 Abbott
47
CATEGORY 5
Employer of Choice
Is Your Organisation Capable of
Attracting the Best Talent?
Employers of Choice 2002
Went 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
Company Confidential
© 2007 Abbott
49
Employers of Choice 2007
All 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
Company Confidential
© 2007 Abbott
50
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
Company Confidential
© 2007 Abbott
51
The Abbott Story
A Tale of Two Halves
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.
Company Confidential
© 2007 Abbott
53
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
Company Confidential
© 2007 Abbott
54
2003 The Results - Levels of Satisfaction
Average work factor satisfaction score ( profile scenario 1 )
2
1.5
1
0.5
0
-0.5
-1
R
y
e
s
e
y
nt
s
er
re
s
ts
ry
m
e
us
ic
ir ty
i
e
in
e
m
l
g
l
u
s
m
c
a
l
e
t
t
i
l
n
t
l
l
e
o
a
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u
e
i
no
pm
P
sa
cu
ip
ys
ib
Sa
Bo
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cc
ch
an
o
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o
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r
r
s
p
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u
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y
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ct
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tp
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rs
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re
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tru
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Company
55
d
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A
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B
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The Abbott Story
Second Half ~ 2004 to 2006 and beyond
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
.
Company Confidential
© 2007 Abbott
57
Top 5 Important Work Factors
for Abbott Personnel
Of the 16 motivational factors available to choose from,
Abbott ranked the following five as the most important
1.
Salary
2.
Job Security
3.
Company Culture
4.
Relationship with Manager
5.
Bonus
Company Confidential
© 2007 Abbott
58
R
p
P
e
w ns
ith io
A
cc di n s
ou rec ch
P nta t m em
er
so bili an e
na ty ag
l d f or er
A
dd
ev s
iti
e a
S
on h lop les
al ar m
re e s en
sp ch t
C on em
om si
e
pa bili
R
t
ny ies
e
B cog
cu
el
ie . o A ltu
f
f
u re
S in p you ton
tru r
o
r
ct ese su my
.A n c
pp t p ces
ra ro s
is du
al ct
s s
Jo yst
b em
se
c
Fu
C ur
tu
ar ity
re
po
pr
lic
od
y
uc Sa
t p la
ip ry
el
in
B e
on
us
el
's
hi
Satisfaction With Motivational Factors 2006
Average satisfaction scores for all work factors
2
1.5
1
Abbott Laboratories
Profile
0.5
Company Selection
0
-0.5
Company Confidential
© 2007 Abbott
59
Do People Want to Stay or Go in 2006?
Career progression in the next 12 months
Abbott
Laboratories
Move comp
Move pos
Profile
Remain
Other
Selected
Companies
0%
20%
40%
Company Confidential
© 2007 Abbott
60%
60
80%
100%
Company Culture
Satisfied with company culture
2003
In 2006:
Abbott Laboratories
dissatisfied
no opinion
Profile
satisfied
Selection ( 51 )
0%
19% greater than
industry
20%
40%
60%
80%
20% greater than in
Abbott three years
ago
100%
Satisfied with company culture
Abbott
Laboratories
2006
Dissatisfied
No Opinion
Profile
Satisfied
Selected
Companies
0%
20%
40%
Company Confidential
© 2007 Abbott
60%
80%
61
100%
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%
Company Confidential
© 2007 Abbott
62
The Abbott Story
And Beyond –
Satisfaction Levels this Year ~ 2007
R
p
wi
th
di
re
Pe ct
ns ma
Be
lie C ion nag
f i om s e
n
c r
pr pa he
n
es y me
en cu
t p ltu
ro re
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And Beyond – Satisfaction Levels 2007
Average satisfaction scores for all work factors
1.6
1.4
1.2
1
0.8
Abbott Laboratories
0.6
Profile
0.4
Company Selection
0.2
0
-0.2
-0.4
Company Confidential
© 2007 Abbott
64
Reflective Leadership
Company Confidential
© 2007 Abbott
65
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
Company Confidential
© 2007 Abbott
66
THANK YOU
Questions?
Company Confidential
© 2007 Abbott
67