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Specialty and Hospital Sales Force Management
Cutting Edge Information, April 2011, Pages: 152
Specialty and hospital sales forces face great challenges as economic pressures, changing regulations and self-imposed guidelines transform the sales landscape. Access to physicians and other staff is diminishing, and healthcare overhauls will change the way business is done throughout hospitals and in each doctor's office.
Successful sales professionals create personal relationships with physicians, uncover new ways to reach targets and understand how to navigate the evolving healthcare environment. As specialist targeting increases and hospital sales grow ever more intricate, the best talent with the right support will rise to the top.
This report will help all hospital and specialty sales groups as they gauge their own performance and prepare themselves for the next step forward.
- Boost sales force performance: Increase reach and access by making your team the best it can be. Compare performance metrics, explore training costs and improve reps' business acumen as they face new healthcare legislation and increasingly complicated hospital clients.
- Nail your budget needs: Explore sales spending broken down into critical budget categories. Determine your efficiency with cost-per-rep and cost-per- detail benchmarks and attract top talent with competitive compensation for all experience and performance levels.
- Build or adjust your sales group: Specialty and hospital groups were largely right-sized even before the big PCP sales reductions. Gear up for the new sales era with headcounts and staffing ratios for reps, DMs and regional managers and make sure your sales force is the perfect size for the challenges ahead.
Key Metrics:
Chapter 1: Field Activities and e-Detailing
Chapter Benefits:
- Measure hospital and specialty sales reps' success.
- Eliminate barriers to physician access and increase sales touches using fresh and innovative approaches.
- Improve physician-rep relationships to make the most out of limited time with targets
- and influence prescriber habits.
- Stay ahead of the curve with the latest trends in hospital/specialty pharma sales (mirroring and rep-to-DM ratios, for example.)
- Improve segmenting and targeting practices.
- Organize your sales force to boost efficiency and maximize reps' skills and talents.
- Master your understanding of e-Detailing costs and activities to increase effectiveness in reaching customers.
The chapter's data charts address the following topics and metrics:
Field Activities:
- Overall changes to district manager-to-rep ratios over the past 12 to 24 months
- Average number of reps targeting each level of physician
- Mirroring for top-, mid- and low-level targets
- Changes to average number of daily visits over the last 12 to 24 months
- Average number of target visits per day
- Average monthly visits per rep to tiers of prescribers
- Number of products carried by sales reps
- Rep time allocation
- Success rate of sales reps: percentage of the time and number of minutes that reps get to detail physicians face-to-face
e-Detailing:
- Annual investment in e-Detailing activities
- Allocation of e-Detailing budget by sales force type (by percentage)
- Allocation of e-Detailing budget by sales force type (in dollars)
- e-Detailing investment per sales rep
- Percentage of e-Detailing budget outsourced
- Types of e-Detailing delivered by surveyed companies
- Delivery methodologies for e-Details
- Lifecycle stage at which e-Detailing campaigns are most effective
- Levels of prescribers targeted by e-Detailing campaigns
- Presence of dedicated e-Detailing teams
Chapter 2: Sales Force Investment, Staffing and Sales Training
Chapter Benefits:
- Benchmark spending, staffing, and training resource levels and investments for both hospital and specialty sales reps.
- Right-size your sales force.
- Be attuned to changes in the overall sales landscape with detailed expansion/ contraction data.
- Stay abreast of emerging training trends and practices.
- Customize sales rep training to fit your unique company needs.
The chapter's data charts address the following topics and metrics: Sales Force Investment and Staffing
- Sales force budget allocations
- Average cost per sales rep
- Total investment per rep
- Costs per detail, including and excluding samples
- Average cost per sales rep
- Total investment per rep
- Sales force expansion/contraction over the last 12 to 24 months
- Percentage by which companies expanded sales forces over the last 12 to 24 months (data given for companies that expanded as well as those that contracted)
- Planned sales force expansion/contraction over the next 12 to 24 months
- Percentage by which companies plan to expand sales forces over the next 12 to 24 months (Data detail companies that plan to expand as well as those planning to contact.)
- Percentage of companies that realigned their specialty sales forces over the last 12 to 24 months
- Average number of reps per district manager - today versus 12 to 24 months ago
- Ideal number of reps per district manager
- Ideal number of district managers per regional manager
Sales Rep Training:
- First-year training costs for new sales reps
- Number of hours of training given to newly hired sales reps
- Annual training costs for average veteran reps
- First-year training costs for new sales reps
- Number of hours of training given to newly hired reps
- Annual training costs for average veteran reps
Chapter 3: Sales Force Compensation
Chapter Benefits:
- Benchmark compensation to stay competitive and attract and retain top sales talent.
- Access metrics across the spectrum of reps' experience levels.
The chapter's data charts address the following topics and metrics:
- Sales rep compensation by level of experience: newly hired, average and high performing
- Compensation levels of average sales reps
- Percentage of compensation that is bonus for newly hired, average and high-performing sales reps
- District manager compensation by level of experience: newly hired, average and high-performing
- Percentage of compensation that is bonus for newly hired, average and high performing district managers
- Regional manager compensation by level of experience: newly hired, average and high-performing
- Percentage of compensation that is bonus for newly hired, average and high performing regional managers
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