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Home > Business/Finance > Diversified Services > Marketing/Advertising/PR
Optimizing Sales Force Effectiveness - From Quantity to Quality
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| Published Date:
November 2006
Published By:
Datamonitor
Order Code:
R313-18651
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- About the Strategic Intelligence Team
- CHAPTER 1 EXECUTIVE SUMMARY
- Scope of the report
- Format of the report
- Latest developments
- Executive summary
- CHAPTER 2 CHANGING DYNAMICS OF PROMOTING DRUGS
- Promoting branded prescription drugs has become more difficult
- Branded drugs are facing a greater competitive threat from generics
- Countries have been adopting measures to increase generic penetration
- Generic drugs are posing a greater indirect competitive threat
- Secondary care detailing is set to become more competitive
- The industry's poor reputation is damaging promotional efforts
- The public's perception of the industry has worsened
- A series of negative events have driven the industry's reputation down
- The pharmaceutical industry is trying to win back physician and consumer confidence
- Companies are increasing the transparency of their activities
- Companies are using sales forces to improve their reputation through comprehensive marketing codes
- The industry continues to be plagued by sales and marketing malpractices
- Independent authorities and organizations are taking their own steps to improve the standard of promotional activities
- US: FDA is reviewing the use of DTC advertising
- US: Stanford Univeristy Medical Center bans physicians accepting gifts
- UK: The government is attempting to clamp down on promotional malpractices
- France: New Charter restricts the number of times sales reps can visit physicians
- Detailing is becoming more complex
- A multi-channeled marketing campaign is important
- e-marketing is a valuable new marketing channel
- Continuing medical education (CME)
- The network of prescribing decision makers and influencers is becoming more complicated
- Prescribers - nurses are permitted to prescribe in the US and UK
- Prescribers - UK adopts revolutionary changes to allow pharmacists to prescribe
- Key purchasing groups - tightening of budgets increases payers' control and influence over prescribing
- Consumers - influence has stabilized
- Other influencers - growing influence of HTA bodies
- CHAPTER 3 OPTIMIZING SALES FORCE EFFECTIVENESS
- Introduction
- The traditional sales force model is no longer effective
- Companies need to integrate sales and marketing functions better
- Synergies offer additional value
- Poor communication and misaligned objectives have driven the two departments to work in silos
- CRM systems can faciliate communication between sales and marketing departments
- Optimizing the size and structure of sales forces
- The use of contract sales forces can provide valuable flexibility
- Companies can use contract sales forces tactically or strategically
- The risks and benefits of contract sales forces
- The size of sales forces need to be reduced
- There are four key factors driving the reduction in sales representatives
- Huge cuts in sales forces have yet to be seen across the industry
- The structure of sales forces needs to be tailored to the customer
- Multinational companies need to adopt a holistic approach to sales force effectiveness
- The structure of national sales forces are often aligned by the boundaries of health authorities and organizations
- Mirrored sales forces are not the most cost-effective approach
- Companies should base the structure of sales force on customer groups
- Productivity can be improved by increasing the number of products sales representatives detail
- A more customer-orientated sales approach required
- Account-based selling is set to grow
- Case study: Takeda radically restructures UK sales force to become patient-focused
- Case study: Eli Lilly is restructuring its US sales operations to become more customer-focused
- Case study: Eli Lilly's UK affiliate adopts an account management approach for its customers in the NHS
- Is total solution-selling the answer?
- Companies are becoming more involved in disease management programs
- The ROI of disease management programs is questionable in some circumstances
- The role of sales representatives is changing to improve quality of interactions
- Companies are becoming increasingly dependent on effective segmentation and targeting of customers
- Rogers' 'Diffusions of Innovation' and Moore's 'Crossing the Chasm' theories
- Segmentation is highly complex in practice
- Companies need to use segmentation analysis for targeting sales and marketing efforts
- The key to sales force compliance is buy-in
- BIBLIOGRAPHY
- References
- Conference Literature
- Publications, online articles and news stories
- Other Sources
- Articles
- List of Tables
- Table 1: The characteristics of customers
- List of Figures
- Figure 1: The public perception of the pharmaceutical industry is, overall, not favorable
- Figure 2: Physicians are subject to a number of prescribing influences, 2005
- Figure 3: There are four main customer segments that influence prescribing decisions, 2006
- Figure 4: S,G&A spend has a high correlation to sales, 2004
- Figure 5: While an effective promotional strategy used to be based on three elements, the right channel has also emerged as an important element
- Figure 6: Key risks and benefits of using contract sales forces
- Figure 7: R&D expenditure has increased substantially, however, NME approvals by the FDA have not kept pace, 1990-2005
- Figure 8: AstraZeneca has mirrored territory structures in the US, 2005
- Figure 9: Structure of Lilly's Business-to-Business Team providing healthcare services to the NHS in the UK
- Figure 10: Lilly has a dedicated section on its UK website outlining the services it offers to the NHS
- Figure 11: Rogers' Innovator theory of customer segmentation
- Figure 12: A fraction of GPs account for the vast majority of prescriptions
- Figure 13: High potential customers should be the main target of promotional efforts
- Figure 14: Average change in sales force size throughout a drug's lifecycle
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