Life sciences sales leaders face a consolidating, competitive and customer-driven landscape. Shareholders demand double-digit growth while customers want lower prices, more seamless channel experience and highly technical commercial resources that know their applications and industry. This new normal requires a go-to-customer model that is ready to compete in a complex, growth-constrained environment.
In parts one and two of this blog series we looked at the shift from a traditional “go to market” approach to a more nuanced, targeted “go to customer” strategy. That critical shift includes the creation, deployment and customization of new roles.
This article explores how life sciences revenue leaders are looking beyond the traditional sales model to develop a commercial strategy that also includes the marketing and service organizations. More specifically, how the use of low(er) cost resources and upleveling the field service engineer role can help forge the path to revenue growth.
Utilizing field marketing and inside sales to unlock capacity and maximizing the value of the service organization are two ways to achieve your revenue growth goals. Stay tuned for the next part of our trends series to learn more about how sales and commercial leaders are winning in this changing environment.
The experts in Alexander Group’s Life Sciences and Analytical Instruments practice have extensive experience, frameworks and benchmarks to ensure your go-to-customer strategy will allow you to meet the profitability and revenue growth needs of your company.
Contact us today to leverage AGI’s thought leadership for your commercial planning.