市場調査レポート

医薬品売上管理:アクセスを回復し関係を強化する顧客中心戦略の鮮明化

Pharmaceutical Sales Management: Sharpening Customer-Centric Strategies to Restore Access and Strengthen Relationships

発行 Cutting Edge Information 商品コード 297584
出版日 ページ情報 英文 195 Pages
納期: 即日から翌営業日
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医薬品売上管理:アクセスを回復し関係を強化する顧客中心戦略の鮮明化 Pharmaceutical Sales Management: Sharpening Customer-Centric Strategies to Restore Access and Strengthen Relationships
出版日: 2014年03月14日 ページ情報: 英文 195 Pages
概要

当レポートは、製薬業界において販売員がアクセス障壁を克服し、顧客に価値を提供するために用いる新しい戦略・戦術について調査し、業界リーダーによるクライアントへのコンタクトを最適化するための戦略、活動レベル、スタッフ配置、雇用、投資および報酬にフォーカスした重要な業績指標・ベンチマークなどを提供しており、概略下記の構成でお届けします。

第1章 医師アクセス戦略と共に顧客コンタクトを最大化する

  • 医師アクセスの課題を克服するため、的を絞った詳細なプラクティスを適用する
  • 複数の活動・製品へ時間を効果的に配分する
  • 営業チームの実績を促進し顧客満足度を改善するための新戦略の実行

第2章 販売員が成功するための資源を確保する

  • 販売員メトリクスのベンチマーキング:販売員1人あたりのコストおよび詳細コスト
  • 営業チームメトリクスのベンチマーキング:トレーニングコスト・持続
  • フィールドマネジメントの報酬水準

第3章 現在の販売環境における効率的な外交員の配置

  • 適正なスタッフ配置レベルは外交員戦略の鍵

第4章 販売員を転換するために新しい動向を利用する

  • 顧客ニーズに対する販売努力と同様に製品のメリットにもフォーカスする
  • プライマリーケア医師を超えてけん引力を拡張するため重要なアカウントマネジメントを利用

このページに掲載されている内容は最新版と異なる場合があります。詳細はお問い合わせください。

目次
Product Code: PH193

New regulations and technology have caused pharmaceutical sales forces to adjust their approaches when targeting physicians. In today's sales environment, companies encounter a range of challenges and opportunities: physicians joining networks, budget restrictions causing lower cost per rep, a move toward key account management (KAM), and an increased emphasis on customer-centric strategies.

This report explores the new strategies and tactics sales forces use to overcome access barriers and provide customer value in today's increasingly restrictive landscape. The benchmarks within this report will help companies increase physician access and meet sales goals. It includes industry leaders' strategies for optimizing client contact as well as key performance metrics and benchmarks focused on activity levels, staffi ng, hiring, investment and compensation.

KEY QUESTIONS

ANSWERING CRITICAL QUESTIONS FOR OUR CLIENTS

Pharmaceutical sales forces have responded to emerging regulations and rapidly changing technology by altering their methods for communicating with physicians. The data and analysis contained in this report will help you answer many questions as your company adjusts to these changes. Here are some of the key questions answered in this benchmarking study:

KEY QUESTIONS ANSWERED IN THIS REPORT

image1

  • What steps are sales reps taking to increase their custom er-centricity?
  • What success measures do top sales teams use to track performance?
  • What factors should sales forces consider when developing their physician communication tactics?
  • How are sales teams leveraging non-traditional communication methods?
  • How do top pharmaceutical sales teams allocate their time?
  • How do sales force resources compare across companies?
  • How do fi eld forces counter increasingly hectic doctor sched ules?
  • What traits are companies looking for when hiring new sales reps?


KEY FINDINGS

CRITICAL FINDINGS FOR PHARMACEUTICAL SALES MANAGEMENT EXECUTIVES

Cutting Edge Information analysts synthesized the following principles from the full breadth and depth of this project's research. The principles are signposts to help improve your company's sales force management strategies. While these points are not inclusive of all elements in this report, they emphasize its central and most critical concepts.

  • 1. IMPLEMENT CUSTOMER-CENTRIC STRATEGIES TO OVERCOME PHYSICIAN ACCESS CHALLENGES.
  • 2. EMPLOY KEY ACCOUNT MANAGERS TO OPEN COMMUNICATION CHANNELS WITH THE NEW DECISION MAKERS.

image2

  • 3. EMBRACE eDETAILING TO SUPPLEMENT TRADITIONAL PHYSICIAN DETAILING EFFORTS.
  • 4. BENCHMARK COST PER REP AND PER DETAIL TO BALANCE RESOURCES AND CONTROL COSTS.
  • 5. COMPENSATE COMPETITIVELY TO MOTIVATE AND RETAIN SKILLED REPS AND MANAGERS.

KEY METRICS

CHAPTER 1: MAXIMIZING CUSTOMER CONTACT >WITH PHYSICIAN ACCESS STRATEGIES

KEY RECOMMENDATIONS

  • Adjust visits to combat challenges arising from restricted rep access, including fallout from the Sunshine Act.
  • Coordinate with hospital stakeholders, including medical directors and executives, nurses and supply reps.
  • Recognize the pros and cons of online tools, which make meetings possible but are not as effective as office visits.

CHAPTER DATA

56 charts detailing target contact methods, sales rep time and investment allocation and effectiveness of eDetailing. Throughout this chapter, data are broken down by sales force type - primary care, specialty, and hospital - and by company size (Top 10, Top 25, Top 50, and outside Top 50) and geography (US and EU).

Balancing traditional and digital tools to reach targets

  • Communication methods reps use to contact targets
  • Percentage of details done via Internet or mobile technology
  • Number of monthly details done via Internet or mobile technology
  • Annual investments in eDetailing
  • Percentage of eDetailing investment, by eDetailing type
  • Effectiveness ratings of eDetailing, by type
  • Prescriber levels targeted with eDetailing
  • Budgets of dedicated virtual sales rep teams
  • Investment per virtual rep on dedicated teams

CHAPTER 2: SECURING RESOURCES FOR SALES FORCE SUCCESS

KEY RECOMMENDATIONS

  • Adjust spending per rep and per detail to balance resources.
  • Align compensation for new and average- and high-performing reps.
  • Create compensation packages that are easy for reps to understand.
  • Balance total sales budget allocations across critical categories, including technology,
  • travel and promotions.

CHAPTER DATA

74 charts detailing sales force operation benchmarks, including cost per rep and cost per detail. Throughout this chapter, data are broken down by sales force type - primary care, specialty, and hospital - and by company size (Top 10, Top 25, Top 50, and outside Top 50) and geography (US and EU).

Costs per rep and per detail benchmarks

  • Total investment in sales force operations
  • Cost per rep
  • Cost per detail with and without samples
  • Percentage of sales budget allocated to specific items

Training cost benchmarks

  • Costs of training new sales reps
  • Costs of ongoing training for sales reps
  • Training hours for new and experienced reps by methodology (in-field, online or classroom)

CHAPTER 3: STAFFING EFFICIENT FIELD FORCES >IN TODAY'S SALES ENVIRONMENT

KEY RECOMMENDATIONS

  • Hire reps who can work independently and manage their territory as a business.
  • Train reps to understand deeper product details and facilitate better communication with doctors.
  • Avoid mirroring to develop better relationships with physicians and medical staff.
  • Create institutional or key account teams to handle large account decision-makers.
  • Manage rep-DM ratio to improve training and increase DM field involvement.

CHAPTER DATA

28 charts detailing sales staffing benchmarks. Throughout this chapter, data are broken down by sales force type - primary care, specialty, and hospital - and by company size (Top 10, Top 25, Top 50, and outside Top 50) and geography (US and EU).

  • Number of field reps in the sales force
  • Actual and ideal numbers of:
    • Reps managed per district manager
    • District managers per regional manager
  • Rep mirroring: average number of different reps calling on targets by type
  • Number of products that reps sell

CHAPTER 4: HARNESSING EMERGING TRENDS TO TRANSFORM SALES FORCES

KEY RECOMMENDATIONS

  • Facilitate customer-centric strategies with increased communication, key account management and target profile creation.
  • Encourage reps to target best-fit physicians with the most relevant information using segmentation.
  • Use key account managers (KAMs) to create multiple points of contact between pharma companies and institutions.
  • Hire and cultivate KAMs with a deep understanding of the market, patients and competitors.

CHAPTER DATA

Nine (9) charts detailing customer-centric strategies. Throughout this chapter, data are broken down by geography (US and EU).

  • Percentage of companies with a customer-centric strategy in place
  • Investments made to move toward a customer-centric approach
  • Tools used as a part of customer-centric sales approaches
  • Information shaping sales teams' customer-centric approach
  • Ways in which targets' profiles change the materials that go into the field

Table of Contents

SAMPLE CONTENT

This excerpt is taken from Chapter 4, Section 1: Focus Sales Efforts on Customer Needs as Well as Product Benefits

Among surveyed US companies implementing customer-centric approaches, all have made multiple investments in this strategy.

  • All companies surveyed report investing in new internal technology and sales force training or coaching.
  • Another 83% each report new external technology - such as web-based physician portals - and outside research.
  • Two-thirds of companies surveyed have invested in consultants when moving toward a customer-centric commercial model.

US-based customer-centric teams leverage a number of tools to facilitate rep-physician interactions. Two-thirds of surveyed companies each report using increased customer communication, key account management and target customer profile creation to implement customer-centric strategies. Half of companies surveyed each report implementing add-on services for patients and for physicians. One-third of companies surveyed each report leveraging the following tools:

  • Detailed CRM systems
  • Regionalization
  • Personalized interaction based on customer profiles
  • Relationship management training for reps and account managers
  • Customer satisfaction measurements
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