20%
Increase in sales
Client-verified commercial result following adoption of the targeting view.
Case 03
How a Regional Medical Laboratory Increased Sales by 20% Using Internal and External Data
Operational, billing, claims and sales data combined with external market intelligence into one view of service opportunity, used directly for sales targeting.
- Client
- A regional medical laboratory
- Industry
- Life Sciences & Healthcare
- Decision domain
- Commercial targeting and territory prioritization
- Capabilities
- Data · Advanced Analytics & AI · Decision Intelligence
The decision at stake
What had to improve.
Which services, accounts and territories the sales team should pursue next.
A regional medical laboratory competed for referral volume across a dispersed set of accounts and territories.
Commercial effort was directed by relationship history rather than by evidence of where service demand actually sat.
Before
The friction in the way.
- Operational, billing, claims and sales data sat in separate systems with no shared definitions.
- External market signal was not connected to internal performance.
- No agreed measure of account or territory opportunity.
Coverage set by familiarity, reviewed after the quarter.
- 01Account lists drawn from relationship history
- 02Operational, billing and claims data reviewed separately
- 03No shared measure of account or territory opportunity
- 04Effort assessed retrospectively against results
What SMPLCTY changed
The change in business terms.
Commercial effort stopped following relationship history and started following evidence of demand. Internal operational, billing, claims and sales data was governed into one view, joined to external market signal, and turned into a ranked measure of opportunity the field uses to plan coverage.
- Integrated commercial data foundation
- Operational, billing, claims and sales data governed into a single, consistent view.
- External market intelligence
- Public payer and market data joined to internal performance to size service opportunity by account and territory.
- Targeting view for the field
- A ranked view of opportunity used directly by the sales team to plan coverage and effort.
Implementation
- 01Established the shared definitions the commercial view required.
- 02Built and validated the opportunity measure with commercial leadership.
- 03Deployed the targeting view into the sales planning rhythm.
Representative artifact
What the decision experience looks like.
The example below shows the type of decision product delivered in this engagement. It uses synthetic data and is not a view of the client’s environment.
Representative decision product
Territory opportunity — where to send effort next
Forecast
Two territories show service demand running materially above current coverage; a third is well covered relative to its opportunity.
Solid line: actual. Dashed line: projected.
Key drivers
- Referral volume growth concentrated in two metro clusters
- Payer mix shift toward two higher-value service lines
- Current field coverage weighted to long-standing accounts
Recommended action
Shift field coverage toward the two under-served territories for the next planning cycle
- Decision owner
- Commercial Lead
- Approval status
- Awaiting approval
- Confidence
- Medium-high · consistent signal across four periods
- Caveat
- Opportunity measure assumes current service capacity per territory.
Illustrative representation of the decision experience.
Chart basis: The trend in the representative artifact uses indexed synthetic values where 100 equals the baseline period. It illustrates the shape of the decision, not client results.
Changed workflow
How the working process changed.
Working process
Before and after
Before
Coverage set by familiarity, reviewed after the quarter.
- 01Account lists drawn from relationship history
- 02Operational, billing and claims data reviewed separately
- 03No shared measure of account or territory opportunity
- 04Effort assessed retrospectively against results
After
Coverage planned against a shared, refreshed opportunity measure.
- 01Governed commercial view across internal systems
- 02External market signal joined to internal performance
- 03Opportunity ranked by service, account and territory
- 04Field plans coverage from the ranked view each cycle
Verified result
The measured business outcome.
Applied here
Services and solutions behind this work.
Services
Data Foundations & GovernanceThe pipelines, models, definitions and governance required by the decisions you have prioritized — scoped to purpose, not to completeness.Advanced Analytics & AIForecasting, optimization, predictive models, and applied AI deployed where they measurably shorten the distance to a decision.
Related work
Comparable decisions.
Case 05Reducing a Critical Allocation Process by More Than 80% While Achieving 95%+ AccuracyA manual allocation process rebuilt as governed logic, cutting cycle time by more than 80% while holding accuracy above 95%.Case 06Building an Integrated Measurement System Across Marketing, Customer Adoption, Cost, and RevenueMarketing activity, customer adoption, cost and revenue measured in one governed system, so contribution is assessed on a consistent basis.
Have a decision like this one?
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