A top biotech had successfully piloted US brand driven inside sales initiatives for 7 years, delivering greater than 5:1 ROI for most brands. While the individual brands achieved noteworthy ROIs, gross inefficiency evolved across the organization with multiple brands operating in silos—e.g. different brands had contracted with different vendors with some brands at significantly higher rates; HCPs were receiving multiple calls from different brand inside sales reps when one rep could have covered multiple brands with the HCP; brand managers overseeing the programs would turn over every 1-2 years when assuming new roles which sometimes resulted in stopping programs one year and re-starting the following year.
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