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MicroEar
The case does not elaborate on what processes MicroEar has put in place in terms of sales. The case notes that they have processes but there are no specifics provided as to what they are and how they work. The case notes that "sales representatives increased contacts with decision-makers from 5 to 20 per day," for example, but does not explain how this happened. Indeed, this claim is actually a bit strange in that the company previously sold directly through its own stores to consumers and now sells through wholesalers. If "decision-maker" is defined as the buyer, this would reduce contact with decision-makers. If "decision-maker" is defined as the influencer (physician, etc.), then an increase would make sense since they are no longer talking to customers, which should free up more time to spend with decision-makers. That is not the result of process but rather a change in business strategy.
The case notes that the sales reps have "developed monthly...
Knowing that there is a sales plan is one thing, but the process would be the tactics that are written into the sales plan.
There is also training. This is mentioned multiple times in the case -- that the activities of the sales people are now closely aligned with the strategic objectives, that there is a training program for new sales people, and that there is coaching on new product launches. The key is that where the company has an overarching system, the activities of the marketing and sales department should fit within the context of that system. So the processes -- which again are unstated in the case -- include everything from recruiting to training to enculturation to the focus on increased customer contacts…
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