Over an 18-month period, one of the largest global pharmaceutical companies engaged in a strategic reorganization to help its US sales organization compete in the changing healthcare landscape, post-Affordable Care Act. The client’s decision to move to a regional business-unit structure required clarifying roles and responsibilities for the therapeutic, cluster-based sales teams.
One organization wanted all of their customer-facing roles to create an account management mindset and execute their overall strategy in a more collaborative and coordinated manner. The strategic driver for this initiative was the need to develop account management planning and execution. Both the sales leaders and the L&D professionals knew that the blended learning […]
A global pharmaceutical company rolled-out a key account management strategy and integrated account planning process. The unique needs of the U.S. market required customizing the planning process, tools, and learning strategy. Central to project success was the need to create an account management mindset for all customer-facing roles and encourage more cross-functional collaboration and coordination. […]
WLH’s involvement with a Market Access group’s transformation and competency model development included evaluating the group’s learning strategy and curriculum. Given the changes in the marketplace, the organization knew its account executives needed a higher level of business acumen and account management skills. Additionally, the organization needed to balance the amount of product and disease […]
A pharmaceutical company was undergoing a major transformation in response to market force dynamics that negatively impacted the performance of its field force. The client restructured its customer-facing roles which resulted in new territory alignments, new targets, and a new matrix team configuration. In addition, the client wanted to improve regional business planning to address […]
A growing specialty pharmaceutical business unit recognized the need to define its leadership competencies and put in place an overall strategy to develop emerging leaders, first line leaders, and leader of leaders.
A U.S. division of a global pharmaceutical company created and deployed clinical nurse educators to provide incremental value by educating healthcare providers. Even though the nurse educator role was viewed positively by HCPs and internally, the organization knew the role could be even more effective. WLH was asked to conduct a diagnostic assessment to evaluate […]
After an extensive needs analysis, WLH partnered with Learning and Development and senior leaders to create and deploy a learning and development strategy for its Sales and Marketing Functions. The organization was seeking ways to increase skills, optimize resources, and link its learning curriculum to improve talent development and retention.
External marketplace forces encouraged a leading global specialty pharmaceutical company to evaluate its US Market Access strategy and organizational structure. Internally, the organization was preparing for a series of product launches and new indications. The primary goal was to accelerate access for ground breaking therapies and to enhance the customer experience.
WLH’s involvement with a Market Access group’s transformation and competency model development included evaluating the group’s learning strategy and curriculum. Given the changes in the marketplace, the organization knew its account executives needed a higher level of business acumen and account management skills.