We worked with a leading pharmaceutical company to facilitate a NHS Account Management Road test. 200 account managers received a case study and then worked in groups to meet PCT customers, define a 'big idea' and then present back their ideas. The MRI Group was invited to bring our team to facilitate the customer question sessions and presentations. We were also asked to create metrics that would identify the strengths and weakness of the groups. The metrics looked at relevant questions to customers, customer understanding, quality of strategic thinking and ability to present back to complex groups with gravitas and strong content. The teams were evaluated by our facilitators and by the customers. By the end of the day, MRI had delivered metrics broken down by sales region, customer and facilitator. We also presented back the full report and implications for developing the team and improving ROI.

This global pharmaceutical company has a very strong transactional sales model. They now wanted to build on this and develop a new consultative selling model more suitable for key account management. We worked with our MRI colleagues to draw out our experience of business to business selling and develop a new pharmaceuticalised model. We then wrote a train the trainer programme to be rolled out across Europe coaching in new sales skills. It was experiential, practical and linked to a strong metrics road test to test and embed the skills. Finally we ran a test programme in the UK at the sales conference to create buy in and interest in the global roll out.

This global devices company wanted to embed some new skills into a well established sales force in an imaginative and challenging way. We worked with our MRI colleagues to develop a 1.5 day programme involving 70 people as part of their UK sales conference combined with follow up mechanics for the managers. We used quizzes, actors, filmed activities, coached exercises and a filmed final road test to embed the new skills.

This hospital based product faced new aggressive competitors and a changing sales environment. Like UK most companies they are dealing with a fast changing new customer landscape, decision making units are very varied around the country and the impact of government changes are not yet clear to anyone. We worked with our MRI colleagues to develop a practical experiential programme to build confidence in implementing a KAM plan on the ground. The team knew the theory but were not confident in the implementation. As part of the programme, we worked with the team to plot a 30 foot physical 3d network using string. This revealed the customer landscape, interactions between the decision makers and identified the reasons behind the interactions. This led into a practical local KAM strategy prioritising customers and sales time versus the sales targets.