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Reinventing Pharmaceutical Sales Forces
Cutting Edge Information, April 2009, Pages: 141
Frustrated customer groups and leaner economic times have forced a new pharmaceutical sales model to emerge. The arms race of the previous decade is dead. Faced with the challenge of increasing reach despite sales force cuts, companies are turning toward building stronger, more personal rep-physician relationships that add value. Today smaller and better-managed sales forces now fill the field. With everything changing, are you sure your company is up to speed and able to compete?
Reinventing Pharmaceutical Sales Forces (PH127) shows how reps can stand out from the crowd. It details the latest trends, tools, and practices innovative companies are using to ensure that their reps are spending their time influencing physicians, not languishing in the waiting room.
Learn how and when to maximize the effectiveness of sales tools and systems — such as eDetailing, closed-loop marketing and customer relationship management — to better respond to physician preferences. Examine the field tactics of this “new look” sales force what has worked and hasn’t. Increase sales rep accountability -- and bolster efficiency. Compare your company’s sales force investments, compensation levels, and resource allocations against leading companies...and more.
The information presented is current and examines the changes over the last 12 to 24 months to give the most up-to-date and accurate picture of the evolving sales landscape. Use the report’s strategies and tactics for immediate results!
METRICS INTRODUCTION:
The three chapters in Reinventing Pharmaceutical Sales Forces include the following metrics.
CHAPTER 1: Incorporating eDetailing and Closed-Loop Marketing
eDetailing
- eDetailing program investment
- Percentage of eDetailing investment outsourced
- Percentage of companies measuring ROI on eDetailing
- Percentage of total eDetails delivered by type
- Percentage of the eDetailing budget dedicated to each type
- Total dollars spent by type of eDetail
- Rating the effectiveness of eDetailing types
- Ideal lifecycle stage for eDetailing campaigns
- Level of prescribers targeted by eDetailing
- Dedicated eDetailing teams
- Dedicated eDetailing team annual budgets
- Investment per Dedicated eDetailing team member
- eDetailing types performed by dedicated eDetailing teams
- Percentage of dedicated eDetailing teams’ budgets spent by eDetailing type
- eDetailing delivery methodology for dedicated eDetailing teams
Customer Relationship Management (CRM) and Closed-Loop Marketing Systems
- Percentage of companies using a CRM system
- Percentage of companies using a closed-loop marketing system
- Percentage of companies investigating the installation of closed-loop marketing systems
- Investment in closed-loop marketing systems
CHAPTER 2: New Age Field Force Tactics
- Overall changes to district manager to rep ratios over the past 12 to 24 months
- Impact of sales force contraction on rep to district manager ratios
- Impact of sales force expansion on rep to district manager ratios
- Average number of reps targeting each level of physician — broken down by primary care sales and specialty/hospital sales
- Mirroring for top- , mid- and low-level targets — primary care sales and specialty/hospital sales
- Shifts in the average number of target visits attempted daily by sales reps over the last 12 to 24 months
- Impact of contraction on the number of visits attempted and drugs carried -- primary reps and specialty/hospital reps
- Impact of the January 2009 changes to the PhRMA Code
Maximizing Sales Rep Success
- Metrics gauge the success rate and amount of time -- by percentage and by average number of minutes -- that primary care reps and specialty/hospital reps are able to spend detailing physicians. Current year data and 2007 data are shown.
- Using total office calls to find key influencers
CHAPTER 3: Structures, Budgets and Sales Staff Compensation
Sales Force Contraction Data
- Percentage by which expanding sales forces grew over the last 12 to 24 months
- Percentage by which contracting sales forces shrank over the last 12 to 24 months
- Sales force expansion/contraction planned over the next 12 to 24 months
- Sales force realignments
Sales Force Investments
- Total annual sales force investment
- Total annual sales force investment per rep
- Average annual cost – per primary care sales rep and per specialty/hospital rep
- Average resource allocation -- per primary care sales force and per specialty/hospital sales force
- Cost per detail -- primary care sales and specialty/hospital sales
Sales Staff Compensation
Section contains compensation data for primary care and specialty/hospital reps and district managers and regional managers across the performance spectrum.
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