Edwards Lifesciences

Annual sales volume in 2006 was $1.037 billion.

Annual sales volume in 2006 was $1.037 billion.

Alex Martin 
Corporate Vice President, 
North America  

John “Alex” Martin is the Corporate Vice President, North America of Edwards 
Lifesciences headquartered in Irvine, California.  Mr. Martin joined Edwards 
from Cordis Corporation, a Johnson & Johnson company, where he most recently 
served as Senior Vice President, International. He previously served as 
Cordis’ Vice President of Sales and Marketing, with responsibility for all 
U.S. coronary therapeutic and diagnostic device sales. Under his leadership, 
the company experienced significant growth and became the leader in its 
market. Prior to joining Cordis, Martin served in sales, marketing and 
business development management positions at several organizations, including 
C.R. Bard’s USCI division and IMED Corporation. He also served as Director of 
the Emergency Medical Services at The Medical Center at Bowling Green. Martin 
holds a bachelor’s degree from the University of Kentucky at Lexington.

To optimize sales force effectiveness, we innovated a tool for managers to 
quickly diagnose performance strengths, deficiencies, and motivational 
anomalies of sales representatives.  An algorithm, which addresses important 
attributes that directly impact sales, is used in conjunction with a Region 
Director Standard Operating Procedures manual which provides direction for the 
diagnosed issue.  The manual contains templates for field visits, goal 
setting, and strategic targeting analysis, as well as talent development 
strategies, model day and week standards, motivational products, and 
performance plans through interviewing, hiring, and termination.

Also, six management courses were launched in tandem with the algorithm and 
manual. 

http://thestevies.com/SPSEA07Attachments/EdwardsLifesciencesSalesManagement.bmp 

Prior to the launch of the new RD diagnostic algorithm and SOP manual, there 
was not a unified and consistent standard for managers to assess and directly 
impact sales representative performance. Since implementation, the management 
team has been trained on the new tools, and is now prescribing the principles 
within.  The three keys of success include standardization among managers, the 
ability to track performance, and formalized tools to allow correction and 
proactive prevention of sales demise.

Not having a standardized method and process for assessing sales 
representative performance has negatively impacted sales effectiveness, and 
since progressive disciplinary documentation did not exist, relations between 
management and sales representative suffered. The new RD diagnostic algorithm 
and SOP manual creates a viable solution for managers to help sales 
representatives improve performance and now managers have the ability to 
assess and offer solutions to improve deficiencies.