The customer was steadily losing market share for its most important product, while competition in the crucial “new prescription” segment was growing. The sales force had lost confidence in itself and the product because the competition was perceived as overwhelming. External evaluations also showed that the sales team's performance in discussions with prescribing physicians was significantly below benchmark.

We introduced a holistic model for the systematic and structured alignment of sales. This involved prioritizing obstacles based on evidence, developing weekly prototypes, and testing them in the field by the sales force. 
An output metrics system was introduced to support sales management at the national, regional, and local levels. We also promoted cultural development among sales representatives, shifting from relationship-oriented activities to challenger conversations on equal footing with customers (implementation of the “challenger sales approach”).

A successful turnaround enabled the company to increase its market share in new business from third place to first place. A clear trend reversal was already apparent after just three months. At 36%, sustainable growth significantly exceeded the market average of 23% year-on-year. Customer-oriented and agile working methods were established as core strategic competencies, and the rollout in five additional therapy areas was successfully launched.​