Tower Strategy Group’s client, a Top 3 pharmaceuticals player wanted to move from tactical year-over-year execution across its North American channels to a more strategic, multi-year approach. Developing a fact-based, planning framework that client’s internal team could use to set direction and take action year-over-year.
Tower Strategy Group partnered with client’s US Channel Lead and her team of direct reports to:
- Develop a customized strategic planning framework that set a vision and 5-year roadmap for driving over $20B of business through US channels
- Establish a yearly operating plan structure that translated that 5-year roadmap into specific, actionable steps with clear owners, clear milestones and measurable targets across all US channels
- Train client’s channel strategy team on the use of the above frameworks and guide and coach them through the development of their initial strategic plans
- Synthesize all of the plans developed for not only quality but to ensure alignment with client’s corporate vision
Tower Strategy’s strategic planning framework was adopted by client’s organization, creating much needed consistency and integrity in how growth and innovation strategy within a $20B business is delivered. Serving as the centerpoint for and discipline around how differing assumptions and hypotheses about the growth opportunities available to client are validated, prioritized and funded.
Tower Strategy Group's client, a $1B+ healthcare organization, possessed a legacy sales and customer marketing structure that was segmented into 5 individual sales teams, each calling on an overlapping set of customers. With different messaging. Different collateral. And in an noncoordinated manner. The end result was a cumbersome organization that was inefficient due to duplication of efforts, inconsistent in the way it engaged customers and sub-optimized in terms of its ability to engage and excite those customers. Creating substantial confusion within the market, an inability to stake out a consistent position and a substantial level of irritation amongst customers.
Tower Strategy Group worked with the client's CMO and VP of Sales to deploy an integrated research and analytical program to:
- Define how a best-in-class Enterprise sales and marketing organization manages the customer lifecycle (which touchpoints, which messages, which people, what cadence, etc.)
- Assess key gaps relative to the client’s current state objectives, strategy, activities and resource levels and types
- Identify structural alternatives that could bring the needed coordination, consistency and focus to the sales team and supporting marketing resources
- Define how these resulting integrated sales & marketing effort would integrate with 5 individual back-end service capabilities via a Hunter-Farmer model
- Capture and prioritize best practices from adjacent sectors and peers that could support that structure
- Evaluate the incremental resource requirements necessary to operationalize that sales team (type and number of resources)
- As well as how existing resources could be upskilled / retrained to support the new strategy
- Define an implementation path for evolving from a siloed to an integrated, solution sales model
The client transformed its sales and marketing efforts, transforming it’s 5 siloed sales & marketing teams, each organized by service area, into a single integrated sales platform. Capable of representing the client’s entire portfolio while reducing customer confusion, expanding market coverage and driving a greater volume of pull-through and conversions within the market.