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Harvard Case - Biomed Co., Ltd.: Designing a New Sales Compensation Plan

"Biomed Co., Ltd.: Designing a New Sales Compensation Plan" Harvard business case study is written by Donald Barclay, Ponlerd Chiemchanya. It deals with the challenges in the field of Marketing. The case study is 15 page(s) long and it was first published on : Jan 9, 2007

At Fern Fort University, we recommend that Biomed Co., Ltd. implement a new sales compensation plan that is a hybrid model, combining elements of base salary, commission, and performance-based bonuses. This plan will be tailored to the specific needs of each sales team and will be aligned with the company's overall strategic goals.

2. Background

Biomed Co., Ltd. is a rapidly growing medical device company facing challenges in its sales compensation plan. The current plan, based solely on commissions, is failing to incentivize long-term customer relationships and is leading to a lack of focus on new product launches.

The main protagonists of the case study are:

  • David Chen: The CEO of Biomed Co., Ltd., who is concerned about the company's sales performance and the lack of focus on new product launches.
  • Sarah Li: The head of the sales team, who is frustrated with the current commission-based compensation plan and its negative impact on team morale.
  • John Wu: The head of product development, who believes that the sales team is not adequately promoting the company's innovative new products.

3. Analysis of the Case Study

To analyze the situation, we will use a combination of frameworks:

Marketing & Sales:

  • Segmentation, Targeting, Positioning (STP): Biomed needs to clearly define its target market segments, develop tailored marketing strategies for each segment, and position its products accordingly.
  • Consumer Behavior Analysis: Understanding how physicians and hospitals make purchasing decisions is crucial for Biomed to tailor its sales approach and messaging.
  • Competitive Analysis: Biomed needs to assess its competitors' sales compensation plans and identify best practices.
  • Product Lifecycle Management: The company needs to develop a comprehensive strategy for managing the lifecycle of its products, including the launch of new products and the transition of existing products.
  • Value Proposition Development: Biomed needs to clearly articulate the value proposition of its products to its target customers.

Financial:

  • SWOT Analysis: This will help identify Biomed's strengths, weaknesses, opportunities, and threats, providing a comprehensive understanding of its internal and external environment.
  • PESTEL Analysis: This will help assess the political, economic, social, technological, environmental, and legal factors that may impact Biomed's business.

Operational:

  • Marketing Mix (4Ps): Biomed needs to optimize its product, pricing, promotion, and place strategies to achieve its sales goals.
  • Service Marketing: As a medical device company, Biomed needs to focus on providing excellent customer service and building strong relationships with its clients.
  • Digital Marketing Strategies: Biomed should leverage digital marketing channels, such as social media, search engine optimization (SEO), and content marketing, to reach its target audience.

4. Recommendations

Biomed should implement a new hybrid sales compensation plan that includes the following elements:

  1. Base Salary: A base salary will provide a stable income for salespeople and will incentivize them to focus on long-term customer relationships. The base salary should be competitive with industry benchmarks and should be adjusted based on experience and performance.
  2. Commission: A commission structure should be implemented for achieving sales targets for existing products. This will incentivize salespeople to focus on maximizing sales revenue. The commission structure should be tiered, with higher commission rates for exceeding targets.
  3. Performance-Based Bonuses: Performance-based bonuses should be awarded for achieving specific goals, such as introducing new products, expanding into new markets, or exceeding customer satisfaction metrics. This will incentivize salespeople to focus on the company's strategic goals.

Implementation:

  • Phase 1 (Short-Term): Implement a pilot program with a small group of salespeople to test the new compensation plan and gather feedback.
  • Phase 2 (Mid-Term): Based on the pilot program results, refine the compensation plan and roll it out to the entire sales team.
  • Phase 3 (Long-Term): Continuously monitor and evaluate the effectiveness of the compensation plan and make adjustments as needed.

5. Basis of Recommendations

This recommendation considers the following factors:

  • Core Competencies and Consistency with Mission: The new compensation plan aligns with Biomed's mission of providing innovative medical devices and building strong customer relationships.
  • External Customers and Internal Clients: The plan addresses the needs of both external customers (physicians and hospitals) and internal clients (salespeople).
  • Competitors: The plan is competitive with industry benchmarks and will help Biomed attract and retain top talent.
  • Attractiveness: The plan is expected to increase sales revenue, improve customer satisfaction, and enhance employee morale.

Assumptions:

  • The new compensation plan will be effectively communicated to all salespeople.
  • Salespeople will be motivated by the new incentives and will focus on achieving the company's strategic goals.
  • Biomed will continue to invest in product development and innovation.

6. Conclusion

By implementing a new hybrid sales compensation plan, Biomed Co., Ltd. can address the challenges it faces in its sales performance and achieve its strategic goals. The plan will incentivize salespeople to focus on long-term customer relationships, promote new product launches, and drive overall sales growth.

7. Discussion

Alternatives:

  • Pure commission-based plan: This would be a simpler option but would likely lead to the same problems experienced by Biomed.
  • Fixed salary-based plan: This would provide stability for salespeople but would not incentivize them to achieve sales targets.

Risks:

  • The new compensation plan may not be effective in motivating all salespeople.
  • The plan may be too complex to implement and manage.

Key Assumptions:

  • The new compensation plan will be effectively communicated to all salespeople.
  • Salespeople will be motivated by the new incentives and will focus on achieving the company's strategic goals.
  • Biomed will continue to invest in product development and innovation.

8. Next Steps

  • Develop a detailed implementation plan for the new sales compensation plan.
  • Communicate the new plan to all salespeople and answer any questions they may have.
  • Monitor the effectiveness of the plan and make adjustments as needed.
  • Continue to invest in product development and innovation to ensure that Biomed remains competitive.

By taking these steps, Biomed can ensure that its new sales compensation plan is a success and helps the company achieve its strategic goals.

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Case Description

A recent MBA graduate was about to return to the family business, Biomed Co., Ltd., as its general manager. Biomed's parent company, Thai Drugs Co., Ltd., has just revised Biomed's market strategy, a change that created the need to realign the sales compensation system to fit with the new strategy. The new general manager was charged with this responsibility. Follows the path from strategy to a powerful sales compensation plan that will support the strategy and encourage salespeople to execute their role within this strategy.

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