Industry Benchmarking

AGI recognizes the unique role of the sales force and understands the need for specialized comparisons and benchmarks in select industries. For this reason, we have created four industry benchmarking initiatives.

These benchmarking initiatives are designed to gather insights into channel practices, organization structure, sales productivity, cost of sales, performance metrics, goals, compensation practices and more. Industries include:

Biotech & Specialty Pharmaceutical Sales Productivity Survey

Objective

The purpose of this survey is to provide participants with meaningful and actionable information about sales effectiveness benchmarks, pay practices and compensation levels for positions specific to biotechnology and specialty pharmaceutical sales organizations.

Specific Areas of Inquiry

Sales productivity, sales coverage options and pay implications, compliance, target base and incentive levels by job role, product launch practices and the role of compensation, stock options/grants.

Activity Calendar

Solicitation and analysis conclude in September. Reports and readouts are scheduled in October.

Fees

Cost of participation in this year’s survey is $3,500. Custom cuts of the survey data are available for an additional fee. The price is $2,500 for the first two special cuts and $1,000 for each subsequent cut.

Past Participants

Amgen, Astra Zeneca, Aventis, Baxter, Biogen Idec, Bristol-Myers Squibb, Chiron, Genentech, Genzyme, Gilead, Millenium, Novartis, Ortho Biotech, OSI, Roche, Schering-Plough, Wyeth

Click here if you would like an AGI consultant contact you about this survey  

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Health Care Payer Sales Productivity Survey

Objective

The objective of this survey is to benchmark distribution practices of health insurance and managed care organizations. We will explore and document “best practices” in distribution strategy, specifically in the selection and management of sales channels to achieve aggressive sales goals.

Specific Areas of Inquiry

Account segmentation, channel strategy, channel roles and responsibilities, channel support (sales and service), channel selection and sizing, channel effectiveness, distribution costs, E-commerce and direct marketing, leveraging technology, broker and direct sales compensation.

Activity Calendar

Solicitations and analysis conclude in September. Reports and readouts are scheduled in October.

Fees

Cost of participation in this year’s survey is $3,500. Custom cuts of the survey data are available for an additional fee. The price is $2,500 for the first two special cuts and $1,000 for each subsequent cut.

Past Participants

Blue Cross of Idaho, Blue Cross of Washington (Premera), Blue Cross Blue Shield of Arkansas (Premera), Blue Cross Blue Shield of New Jersey (Horizon), Blue Cross Blue Shield of Northeast Pennsylvania, Blue Cross Blue Shield of Oklahoma, Blue Cross Blue Shield of Tennessee, Blue Cross Blue Shield of North Carolina, Blue Shield of California, Blue Shield of Washington (Regence), Cigna, Health Insurance Plan of New York (HIP), Kaiser of California, Kaiser Northwest, LifeWise, Medica, Multiplan, Tufts, Wellmark

Click here if you would like to speak with an AGI consultant about participating in the this survey  

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High Tech Tele-Sales Practices

Objectives

Telesales resources can provide a significant source of competitive advantage to high technology companies who are able to leverage this channel to decrease their cost of sales, increase productivity, and expand market coverage. Telesales resources are deployed in multiple ways including (but not limited to):

	A stand-alone sales resource covering an assigned set of accounts or a designated territory
	A resource to qualify or create leads for the direct sales force or Business Partners to close
	A partner with direct sales where each role has defined accountabilities for sales and service to an assigned set of accounts or a territory

Few companies believe they have effectively captured the potential of the telesales channel. The Alexander Group is conducting an in depth study of the telesales practices of leading Global 2000 high technology companies.

We will document the inventory of current practices and seek to identify, where possible, best practices. Interviews will be conducted with sales, marketing, and sales operations leaders. Data will be collected on cost of sales, cost of labor, and individual role productivity. Findings will be incorporated into a customized report.

Specific Areas of Inquiry

	Tele-Channel Objectives
	Role of Marketing In Supporting Tele
	Target Markets for Tele
	Role Definition of Tele in Sales Coverage
	Deployment
	Optimization Strategies
	Measurement and Compensation
	Management Systems

Participant Benefits
In-depth insight into the practices of leading companies:

	Objectives and strategies for the tele-sales channel
	Leverage of marketing to enhance tele-sales effectiveness
	Unique tele-sales roles and productivity of each
	Targeted markets and “sweet spots” for tele-sales resources
	Deployment of tele-sales resources – current and future
	Best practices for teaming tele-sales with Direct Sales or Business Partners
	Compensation practices for tele-sales resources and how this varies by role executed
	Management Systems – leading indicators and key metrics
	Optimization strategies – what is working/not working

Activities Calendar

Activity		Timeframe
	Recruit participants		August
	Conduct interviews/collect information		August
	Assimilate findings		August/September
	Complete follow up discussions		September
	Develop customized reports		September
	Deliver readouts		October

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Financial Services Survey & Roundtable

Objective of the survey & roundtable

The financial services survey and roundtable brings together investment and insurance companies to share benchmark information and best practices in sales operations and compensation.

Companies we are targeting (i.e. size, industry segment, buy/sell process)

We are targeting companies providing brokerage services (investment products and insurance) and financial advice to high net worth individuals as well as the mass market. Typically, companies in the survey produce at least $200 million in annual revenues and have at least $40 billion in assets under management in North America.

For some companies in the survey, investment and insurance brokerage and advice are part of a broader diversified financial services offering. For others, investment and insurance brokerage and advice are the main business line (e.g., investment houses such as Schwab).

Part of the value chain we are focusing on

We are gathering benchmark information on revenue-producing jobs in three types of locations:

Retail centers — a brick and mortar site open to foot traffic that services all investment needs of all customer segments

Call centers — not open to foot traffic; serves all investment needs of all customers

Investment centers — a brick and mortar retail center open to foot traffic that services all investment needs of high net worth customers

At each type of location, we are gathering pay, performance and process information for sales positions in:

	Retail Centers (Branches)
	Call Centers
	Investment Centers

Topical categories we will be exploring

	Pay & Performance
	Structure
	Crediting
	Sales Practices
	Performance Management

Insights participants will gain by participating
Participants will gain insights into changes in the sales system that may be necessary to retain and grow profitable customer relationships, in particular:

	Customer-facing roles
	Sales coverage model and selling processes
	Customer segmentation methodology and service offerings to each segment
	Compensation structures and performance tools

Work Products

	Survey readout
	Facilitated roundtable discussion

Benchmarking activity calendar: questionnaires out, reports, readouts etc.

	Send out and receive survey (MS Excel spreadsheet)
	Compile results
	Host roundtable discussion and survey readout in New York City Spring 2007

Fees

We are charging $150 per company to participate in the survey and half-day roundtable.

Click here if you would like to speak with an AGI consultant about participating in the 2007 survey  

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