New sales representatives needed training to develop selling skills at the same time as they were selling product. As my company's new Area Manager (AM) in 2006, developed a Skills Training Workshop to balance these two important procedures.

The sales reps met for two sessions: one two hour dinner and a two hour breakfast the next morning to role play real world situations. The sales teams rapidly learned what conditions they would encounter in the field and were able to achieve new prescription markets.

These teams ranked #1 and #2 in their region for the February 2007 Productivity Report. Two reps won a new rep headquarters "Bronco Award."

This system now a core tool for improvement of all team’s selling skills; rolled out to other teams in Western Region.

Field Training Managers (FTMs) were not fully utilized in the training and development of sales reps and area managers. Their roles were expanded when a "three-in-the-car" field trip became the preferred training method.

The field day afforded both the area managers and the field managers a chance to learn from each other while coaching the sales representatives. Fresh eyes and a different perspective enhanced the training and development of all "three-in-the-car" participants.

The company reaped benefits from improved skills of the three-way team.

Managed-care managers under-utilized as selling resource by the company's Area Managers. Set up a systematic and strategic deployment of these managers by having the sales rep teams meet with specifically assigned managers on regular calendar dates.

The sales rep "Quad" teams and the managed-care managers worked together to identify accounts and geographies that had previously had little or no value-added resource implementation from the company. After the AMs vetted the accounts, the sales reps met with key influential thought leaders identified by the managed care managers on the scene.

Sales representatives increased market share in new areas by utilizing this previously unused resource.

No systematic mechanism was in place for sales reps to learn about the best ideas/best practices that individual members of the sales team had developed. Also the sales reps did not have an opportunity for regular counsel and feedback from the team on how to cultivate and maintain difficult accounts.

Implemented a Strategic Planning Workshop held on a quarterly basis. It provided the rep teams with a system to share practical techniques that were successful and problems that arose on complex accounts.

The system requires that each "pod" bring to the meeting ten customers on whom they would like coaching/feedback to move business forward. The background of these accounts and the obstacles faced are presented, and then the entire group of teams provides information and advice on how to best grow business with the idiosyncrasies of that account.

This workshop strategy resulted in greater creativity and growth with key accounts. The team achieved a Lumigan new share change rank of #4 for the third trimester in 2006.

The Eye Care Business Advisor (ECBA) is a value-added resource that the representatives needed to implement on a consistent basis and in an advantageous area. Designed the ECBA Execution Strategy to ensure this placement for the greatest "return-on-time" invested.

The new strategy uses Area Managers to evaluate the accounts and locations where the sales rep proposes to use the ECBA resource. After the appropriateness of the account is determined, the AMs coordinate potential dates with the ECBA and the sales reps make appointments and lock in the dates. This system allows for the reps "return-on-time" and the company's ROI to be considered.

Balanced allocation of ECBA resource and enhanced sales rep's access to local doctors, increased use of visible, valuable resource, and enlarged market share.

With multiple representatives from the same company calling on the same physicians, achieving synergy around selling efforts is difficult.

Developed a strategy that focuses on 10 strategically important key clients common to all representatives on the selling team. The team reps create a business plan which includes a set of value-added programs to jointly present to each customer. A “point person” is chosen to be responsible for the execution and timeline for project accomplishment.

The projects greatly enhanced teamwork and created strong partner relationships with key customers. This strategy contributed to the team’s achievement of a rank of twelfth vs. twenty-first in the previous trimester; company sales grew at a rate 91% faster than the overall rate for the Western Region.

The sales representatives learned the fundamentals of facilitating a successful meeting as an added benefit of adopting this strategic planning program.

Company performance reviews took place once an annual basis. Thus, employee problems, career opportunities, and training plans formally addressed only once per year.

An informal mid-year performance review was instituted to help eliminate any problems before they could cause discomfort, disagreements, or dissatisfaction with the work.

Each representative had an opportunity to compare his or her views of individual performance with the manager's view. Career progression and training plans discussed. Year-end surprises eliminated; mid-year adjustments made and year-end goals achieved.

Direct managers showed that they valued their employees by showing concern for their development.

100% retention of employees achieved in 2006.

A common problem between managers and representatives is a failure to communicate. This problem results in a high level of turnover among the sales representatives and a corresponding lack of sales achievement.

To bridge the communication gap, team completed a 360-degree manager feedback. Employees anonymously critiqued area manager's performance which allowed him the opportunity to explain actions and/or apologize for inadvertent errors and promise improved performance.

This process strengthened relationships with the sales team and contributed to 100% retention of sales representatives. Ways to improve are discussed and reviewed annually.

Conflicts among teammates are common when sales representatives are asked to collaborate on the same accounts to increase business. This causes dissatisfaction on the job and loss of production for sales team members.

Developed a "conflict resolution system" by coaching representatives on the possibility of conflicts; and teaching them to resolve issues before they resulted in conflict and rose to the area management level.

Sales reps acquired the tools for handling differences among themselves rather than expecting the Area Manager to become involved. These methods resulted in smooth synergistic teamwork which moved the team's achievement ranking from 21 to 12 in one trimester. A new prescription market share grew to a rank of #4 and a growth rate for the company 91% faster than the Western Region rate.

This system resulted in less friction between selling team members and, therefore, high employee retention. When the work environment is enjoyable, representatives are less likely to leave the organization.

Sales representatives had no personalized “training and development” program at the territory manager level. Guidelines were vague and general.

The inexperienced representative felt uncertain regarding individual procedures, expectations, timelines, and worth to the company.

Implemented a training plan with a personalized timeline which encouraged task completion. Showed interest and concern for the representative's success.

Personalized each sales rep's job success which increased career satisfaction and employee tenures.

Individual training and development program contributed to 100% employee retention.