Two large healthcare companies stood to gain leading positions in their various markets by combining forces through a merger. To realize the potential benefits, however, it was crucial to integrate each firm's unique sales approach into a single sales model.
The starting point: One firm used a salesforce composed of specialists, who sold only the products of a specific business unit. The other firm relied on a more centralized team of generalists, who sold a wide variety of products.
Adding to the complexity of the task, management set an aggressive timeline to achieve synergies and hit financial targets, all while remaining highly focused on avoiding disruption to the combined customer base.