Client Success Story
Baxter is a multi-billion dollar healthcare manufacturer of medical devices with a specialty in bio-sciences. They partnered with DoubleDigit Sales to execute and align their sales strategy.
“The process is not simple, but the output is and you can drive it right down to the lowest levels of the organization.”
Mike Hamilton, Business Unit Director
Complete Organizational Alignment
Individual Action Plans for Increased Results
A Consistent Model for Coaching and Development
Aligning Sales Strategy Through the Organization
A central insight gained in our experience helping companies empower and energize their sales teams is the importance of alignment within the organization.
A sales force is not just selling but working to fulfill corporate objectives. They will achieve greater success in sales results and for the company. Our Strategic Sales BluePRINT tools and templates are a foundation on which a company can articulate its own objectives. It aligns objectives throughout the organization, across interacting functions such as marketing and operations to ensure cohesion, and out to key customers to synchronize with market needs.
“Ultimately, two understandings came together: BluePRINT was valued by managers and wasn’t going away – and it worked.”
Speaking for Baxter Canada, part of a $13.7 billion manufacturer of medical devices, Business Unit Director Mike Hamilton noted that the company had a well-defined corporate strategy, but the sales strategies and methods differed from division to division. Healthcare providers needed consistency.
Baxter’s BluePRINT process had a time horizon of three years from inception to realization, a process complicated by a history of implementing and dropping similar initiatives. Ultimately, two understandings came together: BluePRINT was valued by managers and wasn’t going away – and it worked.
“The process,” says Hamilton, “is not simple, but the output is simple and you can drive it right down to the lowest levels of the organization.”
A mix of people were pulled into the early processes, which were sliced into manageable bits. Thorny issues were hived off to dedicated teams, then folded back into the mix when solutions were found. Buy-in was advanced by the familiar tactic of enlisting fence-sitters to the early work. Given responsibility, they took ownership and made the whole process work.
What he would do again, Hamilton says, is involve marketing and operations much earlier in the BluePRINT process. “I treated this as a sales strategy that had been cascaded down from corporate. If we’d had the others involved earlier, we’d have had good momentum earlier in the process.”
He knew BluePRINT had clicked when he joined in a major sales call and saw the representative draw on his BluePRINT notes at a tricky – and successful – moment in discussions.
Sales Culture Effectiveness Report