Unlike its Big Pharma competitor Merkklesia, Eli Layleader continues to leverage the decentralized sales strategy modeled by the corporation’s Founder.  Representatives are trained, equipped, commissioned, incented, and deployed to tell prospective customers about the life-saving products offered by the company.  Employees are encouraged to do more than just share before-and-after stories like those seen in every pharma ad.  They’re also armed with responses to typical objections from consumers skeptical about an industry given a bad name by players like Merkklessia who lost sight of their original mission – to reach everyone everywhere with the good news of healing and restoration.

Doubts about Big Pharma’s interests and motives have arisen largely from appearances of prioritizing internal objectives over consumer health.  Yet Eli Layleader hasn’t given that impression to the public.  Since its inception, the company remained focused on alleviating the suffering of those afflicted with life-threatening diseases, bringing hope to the hopeless.  It hasn’t succumbed to the temptation to invest and market primarily around a brand, buildings, leaders, and events.  The sales process doesn’t begin with an invitation to a promotional gathering at headquarters to hear information and insights from a professional presenter.  Eli Layleader does hold events, but those in attendance are already “sold” on the value of its solutions, convinced by sales reps before being invited.  So the atmosphere is the room is one of unity, excitement, and passion.  No one is half-hearted, harboring doubts and reservations.

In America’s consumer-driven economy where purchase decisions are based less on empirical efficacy than perceptions influenced by slick advertising, charismatic leaders, and celebrity endorsements, it’s no surprise Eli Layleader trails many of its competitors in sales volume.  The company’s growth is also hampered by its refusal to compromise and divert R&D dollars to higher demand, less urgent applications like weight loss and sleep aids.  Yet despite its relatively small size, the company is more productive and profitable per employee because decentralizing sales requires higher expectations, education, and utilization.

Organizational Structure

Eli Layleader is designed to operate entrepreneurially, with business units led by faithful, trusted individuals given authorization and autonomy to run their divisions, train reps, and send them out to pursue new business opportunities.  The structure makes the company nimble, reacting quickly to shifting markets and investing in areas of greatest need.  Most pharma competitors were started by entrepreneurs who initially were attuned to the voices of customers but eventually started treating employees like a “customer” when growth began to complicate internal management and increase risk (i.e. more employees and assets to lose).

Hiring

Eli Layleader offers higher pay and retains top talent, but experiences turnover because lower-level jobs are more challenging than others in the industry.  HR is selective, explaining carefully during the recruiting and interview process what’s expected and involved for those representing the organization.  Whereas some Big Pharma companies hire based on appearances, Eli Layleader’s management is far more concerned about depth, loyalty, and effectiveness.  Staff are accountable for reflecting the values of the Founder, abiding by the employee handbook, contributing to the growth of other workers, and speaking out boldly when away from the office about its life-changing medications.

Training

Since reps are responsible for making sales pitches, answering objections, and serving customers, Eli Layleader’s training program is extensive and intensive.  Regular attendance at executive presentations and small group sessions is expected.  However, the company realizes that personally absorbing, internalizing, and learning how to communicate critical information – and assessing and addressing weaknesses in those areas – is best done one-on-one.  As a result, employees deeply understand the company’s products and can respond to questions about possible side effects.

Performance

Eli Layleader doesn’t place a high priority on the KPIs tracked by other Big Pharma companies like Merkklesia.  It’s more concerned about the number of employees fully trained than employee headcount.  It’s more concerned about customer outcomes than customer loyalty.  It’s more concerned about community impact than community engagement.  That external focus is why the company celebrates the life saved, not the employee who closed the “sale”.  Distributed expectations associated with decentralization assign each rep a vital role in marketing and customer service, so no credit or recognition for doing what’s expected is sought or needed.

Benefits

By modern standards, Eli Layleader is a less attractive place to work for those more concerned about what they get out of it than what they put in.  R&D, training, sales, and corporate responsibility costs far outstrip what the company spends on employee benefits, programs, and facilities.  Big Pharma typically prides itself on its campuses and executive offices, but Eli Layleader invests in preparing reps to be out in the field with customers.  The company sees its workforce’s neighborhoods and social circles as the workplace, so its no frills office environment lacks the amenities offered by competitors.  Employees aren’t bothered and are eager to get the Word out to all who will listen because they’ve been beneficiaries of Eli Layleader’s life-saving treatments.

Workload

Merkklesia is careful not to demand more of employees than inviting friends to weekly sales presentations by executives, but Eli Layleader commissions reps to close, onboard, and service customers.  Merkklesia asks them to share a little about the company with those they already know, but Eli Layleader expects employees to intimately understand and evangelize the features and benefits of its products even to strangers.  Merkklesia employees “check the box” and clock out at the end of the day, but Eli Layleader’s go above and beyond.  They’re held accountable for pulling their weight, reaching out to the community year-round about its cures for deadly diseases.

Culture

Ironically, higher expectations of employees don’t translate into more complaints about management.  Because the focus and onus are on employees for performance, empowering and equipping them to act, leadership isn’t constantly under a microscope or burning out by assuming employee responsibilities – as is the case with some other players in Big Pharma.

Finances

Pressure is also alleviated for Eli Layleader executives through its corporate policy of remaining debt free.  Fixed costs like debt service can tempt management to coddle employees and compromise its commitment to saving lives.  Because the company also gives back generously through its outreach efforts, those communities have become faithful advocates and ambassadors for Eli Layleader – driving record sales and profits.

Results…

Eli Layleader’s decentralized sales strategy has increased its influence, impact, perception, and growth.  Sales reps are productive and fulfilled, with the highest job satisfaction scores in Big Pharma.  Those hopelessly ill are receiving a reprieve from certain demise.  Trust is being established in an industry where integrity is frequently called into question.  And this relatively small pharma company is gradually grabbing market share by transforming lives and communities.

It’s Your Turn…

Does treating employees like customers sound ludicrous?  Church members, not just pastors and staff, ARE the church (“Ekklesia” or “called out ones”), and should be viewed as Kingdom employees, not “customers” (which are always external to, not the definition of, an organization).  That being said, does this allegory about Eli Layleader or the prior version about Merkklesia sound more like your church?