Sales force management now plays a critical role in guiding marketing changes and improving prescribing opportunities. New sales force skills, tools and strategies are now needed to meet the requirements of individual physicians. Yet fewer than 25% of the big pharma companies are currently making such changes, and many companies are getting left behind.
Pharma sales force shape, size and structure — where next? includes advice from 11 leading pharmaceutical sales representatives and marketing experts about how companies can combine new sales force skills, technology and flexibility to build efficient sales rep relationships with increasingly busy doctors. The report also focuses on what doctors really value about sales reps.
Key Report Features:
- External and internal forces affecting todays sales revenue
- Signs that a company needs to make structural changes
- Keys to developing a successful new corporate structure
- Insight into what physicians really want from sales reps
- The right resources to optimise pharma sales efficacy
- The successes and failures of other company restructuring
- Effects of mergers and acquisitions on todays sales forces
- Ways to transform dialogue through technology
- Understand the key factors shaping current sales force changes
- Realise the various benefits of restructuring your sales force
- Identify new ways to build good doctor-sales rep relationships
- Learn how to combine sales technology with human interaction
- Effectively communicate your new strategies to your sales force
- Review examples of other big pharma sales force changes
- Measure the success of your new sales force structure
Key Questions Answered:
- How successful have other companies been in restructuring?
- How could you organise your new sales structure?
- In what ways can technology enhance rep-physician relationships?
- Do your sales reps have the right skills to reach busy physicians?
- What do 80% of physicians still value about sales reps?
- How are e-detailing, smartphones and PC tablets shaping sales?
- Does the soft sell approach work better in pharma marketing?
- How can you measure the success of your structural changes?
Who Would Benefit From This Report?
This report will be of value to pharma directors and managers with responsibilities in the following areas:
- Market access
- National & regional sales directors
- Sales management
- Marketing management
- Business development
- Brand marketing
- Pricing & reimbursement
- Corporate communications
- Key Opinion Leader Liaison teams
- Medical affairs
Industry in transition
- Trying a softer sell approach
- Down trend on promotion spending
- Changing economic conditions and market forces
- Sales force productivity declining
- A successful future requires new strategies
- Multi-faceted challenges
- Judgment skills are key
Loss of revenue triggers a sales force restructuring
- External forces
- Mergers and acquisitions
- The ineffective sales force
- Less physician face time
- Impact of technology, other issues
Developing a new sales force structure
- Business consultants
- Discard single field deployment model
- A customer-centric structure
- Communicate the new structure
Measuring the success of sales force change
- Assessing success
- Analysing soft data
- Customer satisfaction, market share and profitability
- Return on investment
- Applying software
What physicians want from sales reps
- Doctors need useful drug data
- Taking note of helpful scientific data
- Insurance coverage is important
- The sales rep as an extension of the company
- New indications for medicines
- A personal approach
- A good physician-rep relationship helps drive prescriptions
- Attaining access indicates that doctors take notice
- Noting what physicians respond to
Keys to successful reorganisations
- Opportunity for experimentation
- Change is necessary
- Change involves emotions
- Keeping focused; using the best resources
Social media enhances the rep-physician relationship
- New communications channel
- Engaging and transforming dialogue through technology
- Filling the void
- Blurring the lines
- E-detailing satisfaction