The business landscape has changed fundamentally; tomorrow’s environment will be different, but no less rich in possibilities for those who are prepared.

It is increasingly clear that the current downturn is fundamentally different from recessions of recent decades. We are experiencing not merely another turn of the business cycle, but a restructuring of the economic order.
For some organizations, near-term survival is the only agenda item. Others are peering through the fog of uncertainty, thinking about how to position themselves once the crisis has passed and things return to normal. The question is, “What will normal look like?” While no one can say how long the crisis will last, what we find on the other side will not look like the normal of recent years. The new normal will be shaped by a confluence of powerful forces—some arising directly from the financial crisis and some that were at work long before it began.
Obviously, there will be significantly less financial leverage in the system. But it is important to realize that the rise in leverage leading up to the crisis had two sources. The first was a legitimate increase in debt due to financial innovation—new instruments and ways of doing business that reduced risk and added value to the economy. The second was a credit bubble fueled by misaligned incentives, irresponsible risk taking, lax oversight, and fraud. Where the former ends and the l 
While the financial-services industry will be most directly affected, the impact of government’s increased role will be widespread: there is a risk of a new era of financial protectionism. A good outcome of the crisis would be greater global financial coordination and transparency. A bad outcome would be protectionist policies that make it harder for companies to move capital to the most productive places and that dampen economic growth, particularly in the developing world. Companies need to prepare for such an eventuality—even as they work to avert it.
These two forces—less leverage and more government—arise directly from the financial crisis, but there are others that were already at work and that have been strengthened by recent events. .

This much is certain: when we finally enter into the post-crisis period, the business and economic context will not have returned to its pre-crisis state. Executives preparing their organizations to succeed in the new normal must focus on what has changed and what remains basically the same for their customers, companies, and industries. The result will be an environment that, while different from the past, is no less rich in possibilities for those who are prepared.

                                                                                                                                                                         McKinsey & Company.

How to Optimize Workforce Management.

To exploit business opportunities in covid and post-covid era, companies must develop new strategies consisting in doing different things.A number of sales force teams have been downsized in future time.Therefore, taking the customer-centric route with fewer reps increases the importance of face-to-face call effectiveness.

 What it should aspire to:

•  Individualized data-driven approach to call and event planning, based on expected value
•  Know the Call Frequency saturation curves, based on insights regarding call sensitivity for every different Accounts/Bricks group and HCP specialties
•  Account prioritization, based on evidence and the opportunity to capture
•  Productivity of Events

Define the optimal balance between F2F and Digital.

(digital interactions (e-detailing) are becoming extended practice, their impact is not enough to ensure effective interactions with the healthcare professionals, so finding the right mix between F2F & digital is fundamental to sales force effectiveness)

Effective tools to define four quadrants that qualify our customers using Pareto Law (80/20) appears to be BCG matrix.

• Stars (80% Sales & 80% Opportunity)
•  High revenue & High potential growth → to consider increasing call frequency until reaching saturation point 
• Cash Cows (80% Sales & 20% Opportunity)
•  High revenue, low potential growth → to consider adjusting call frequencies below saturation curves

Question Marks (20% Sales & 80% Opportunity)

•  Low revenue, high potential growth
•  Need deeper analysis ( below market share –Why?, competitors, HCP file misaligned,frequency,etc)

 Dogs (20% Sales & 20% Opportunity)

• Low revenue, high market share, there is no room for growth.These accounts are the candidates to decrease Call frequency, diverting these calls to accounts with higher growth potential.