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Head of Expatriate & Migrant Banking , ANZ Banking Corporation
“The Next Level took a snapshot assessment of our problem and tailored their hunting tools and methodologies for our unique situation. This has driven a 30% uplift in Sales”
National Sales and Marketing Manager , Matthews
“The Next Level Business solution allowed us to increase our conversion from 15% to 25%”
Sandoz – Country Head – Australia & NZ , Sandoz
Drew Fairnham, General Manager – Sales & Marketing , Mrs Macs
Nicky Muscillo, Pharmacist / Partner , Terry White Chemists Cooparoo.
“With Next Level’s services, we were able to gather exciting data, helping to direct the right resources to the right places. In the end the customer, the team and our pharmacy reaped the benefits”
Nick Logan, Pharmacist , Pharmacist Advice, Artarmon Inner Sydney
“The Next Level was able to accurately and quantitatively measure and report the length of our quality interactions with consumers. This enabled us to improve our service and profitability”
Christine Richardson, Pharmacy Owner , Amcal, North Queensland
“The Health Destination service delivered a real analysis in real time with real pharmacists and real customers. As a result I have been able to ensure every prescription customer has a meaningful engagement with a pharmacist on every visit”
Adele Dannals, Pharmacist , Huonville Pharmacy
Michael Grace, Proprietor , Huonville Pharmacy
Sheryl Munday , HSN Management Pty Ltd
Mina Boutros, Managing Pharmacist , Terry White Narre Warren
Taraleigh Beecher, Professional Services Support Pharmacist , Good Price Pharmacy Warehouse QLD
The NEXT level audit and then changes to the store have been extremely beneficial. They have help in changing to a forward pharmacist culture at our Mt Gravatt store. Our customers have responded very positively to increased pharmacist engagement and this has
Swaroop Sawant, Owner , Priceline Jesmond
Get your sales team optimisation insights here
Four meaty conversations with Heads of Sales last week provoked me to lament that many such sales leaders continue to struggle to reinvent the function of their sales teams to address the permanent change in their customer relationship world,
Elevating your Sales Exec – Customer relationships from a simple “sales and service” platform to a value-adding business partnership – the heart and soul of superior account management (farming)
Ask just about any Head of Sales in B2B corporate Australia about the nature of the relationship between the Sales Execs and their respective customers and you will hear rhetoric about business partnerships and the training, leadership and
Headcount cost; visit activity rates; levels of customer coverage; degrees of prospect penetration – the key levers for modelling and controlling Sales Team productivity and RoI
Ever pondered how much your company invests to pay, incent, equip and fully mobilise the sales force to deliver the revenue budget they are set? Ever wondered what impact reducing the investment by 10% would have on the ability to deliver the
Hire for sales attitude and aptitude – not technical knowledge? Are we witnessing the commencement of the turnaround? When I started my career in sales in the good old days of the mid 80’s, the world for B2B sales organisations and
Newer, novel forms of customer communications characterising account management in mature B2B industries
A long standing client of ours asked us about this recently. Three things were bothering him in terms of productivity and cost-to-mobilise of his own sales team … Are there ways to rebalance our traditional reliance on the face to face
Sherlock Tomes, back on the case with tomes of writings for your glossary of sales team optimisation definitions. After last month’s installment, one punter asked me the difference between sales team optimisation and sales optimisation. Good
As a disciple of the church of sales science…………I have to confess that I am as guilty as that other one over there for using jargon when communicating on my topic of great passion……….. sales team productivity and return on investment (see…….I
8 quick steps to calculate your sales rep/territory managers drive time between customers/prospects(sales team productivity)-part 4
Last post, we lingered on the two broad types of tier 1 +/- tier 2 customer visits/contacts. Proactive and responsive visits/contacts. First focusing on responsive…when the customer initiates contact of a welcome nature, eg a business
Fairly benign question, huh? As players in the space occupied by Heads of Sales throughout corporate B2B Australia, we would have all been taught a similar principle. And this principle would usually go something like this… An opportunity
8 quick steps to calculate your sales rep/territory managers drive time between customers/prospects(sales team productivity)-part 3
In the previous two instalments of this post, I prosecuted the importance of visit:drive time ratio for the on-the-road B2B sales team (sales team productivity)…with initial specific focus on the drive time denominator (click here to read the
8 quick steps to calculate your sales rep/territory managers drive time between customers/prospects(sales team productivity)-part 2
Last week we prosecuted the importance of visit:drive time ratio for the on-the-road B2B sales team…with specific focus on the drive time denominator. In fact I put out there for your consideration, 8 quick steps to calculate your sales
8 quick steps to calculate your sales rep/territory managers drive time between customers/prospects (sales team productivity).
For territory based sales reps, visit : drive time ratio SHOULD be a critical kpi and sales team productivity focus. Sadly, very few B2B sale organisations measure it. As our cities get bigger and bigger, and our roads get more and more
“How can I do my end of month sales forecast for The Exec, when you guys don’t input or update your % probabilities of conversion into your pipeline tracker!”… laments the frustrated Head of Sales to his brow-beaten Sales Execs at the monthly
The scourge of the sales management system visit activity rate KPI for the on-the-road B2B Sales exec – part 2
Last post I argued that optimum B2B sales management system development includes setting visit activity rates as a benchmark, not a target. In other words, a level modest enough to be meaningful, but sets a minimum standard that must be
The scourge of the sales management system visit activity rate KPI for the on-the-road B2B Sales exec.
The B2B sales organisation world is still roughly equally divided…those that measure their reps against a visit activity rate target…those that don’t. The pro’s... Focusses rep activity onto visiting to a specific numeric level “what
To what extent, as part of the sales process, should the phone replace the face-to-face visit in the planned customer visit program?
Been thinking about your internal meaty sales process discussions around the setting of contact frequency for customers when you annually classify them using new CV – pv <current value; potential value> data? Our standard starting point
Thought I would share the bones of a coffee chat I enjoyed with a beloved client this week, because the theme of one particular topic seems to crop up on a semi regular basis currently. I reckon that both the consumer and the B2B worlds are
Notice lately that the word “optimisation” seems to be creeping into Corporate jargon more and more? I have – or at least I think I have. Bit hard for me to tell, because I am heavily biased toward the word. I am hearing it being used
So, you have run your annual StO analytics. Thereby, amongst a range of productivity driving outputs, you will have refreshed which customers belong in your top class for targeting, your mid class and your lower class. Putting aside the
Expert tips to kick-start your pharmacy's growth
Please click on the image below to read Megan Haggan's article where she interviewed Glenn Guilfoyle as published in the December edition of the AJP.
Cost cutting on wages vs investing in companion selling to get your result ….. do the simple math …. it’s a no brainer
As I traipse up and down, back and forth this big country of ours, enjoying my coffee conversations with pharmacists/owners as I go, I am repeatedly struck by the cost (wage) cutting mindset as a necessary course of action to the downward
Please click on the image below to read the article as published in the October edition of the AJP.
First , you will need to define and articulate your new forward pharmacist service model at the dispensary. Then get the fundamentals of the structural change underway, which will require physicals; people; process; product (the 4Ps). Then
Please click on the image below to read the article as published in the September 4th edition of the AJP.
Please click on the image below to open the article as publish on ISSUE.com - InTheKnow - scroll across to page 25 and read through to page 29. Glenn & Amanda discuss the topic "The art of selling in pharmacy".
This is THE new golden triangle. There are five main steps to tailoring your forward pharmacy model Benchmark your resourcing to operate the health section of your pharmacy – both absolute level and % mix by role type Set your
5 things you must get right to lead your team on the change journey to a successful forward pharmacist service model
Google TED talks … Click here and you will find a nice, sharp, 5 min presentation on the 5 keys to successfully negotiating any change management journey. How do we apply models for change like this to pharmacies that have not successfully