表紙
市場調査レポート

マルチチャネルの世界における販売員の役割 2015年

The Role of the Sales Representative in a Multichannel World: Advancing Multichannel Customer Engagement in Pharma

発行 EyeforPharma 商品コード 346214
出版日 ページ情報 英文
即納可能
価格
本日の銀行送金レート: 1USD=101.51円で換算しております。
Back to Top
マルチチャネルの世界における販売員の役割 2015年 The Role of the Sales Representative in a Multichannel World: Advancing Multichannel Customer Engagement in Pharma
出版日: 2015年12月15日 ページ情報: 英文
概要

当レポートでは、製薬会社における販売員の役割について取り上げ、製薬産業における主な発展動向と新たな販売員モデルの探索を促進する環境、販売員の役割の変化、販売員の役割の変化が意味すること、新たな販売員の役割に必要とされる人材、能力、構造および資源などについて、調査分析しています。

第1章 イントロダクション

第2章 緊急を要する課題 - 製薬会社はなぜ販売員の役割を変える必要があるのか?

  • 変化への圧力:医師はすぐに会おうとしない
    • 顧客の期待の変化
    • 医師の役割の変化
    • 専門性への移行が継続
    • 顧客アクセスの減少
  • 現状維持への圧力:マーケティングのエンジンを始動させよう!
    • 医師はすぐに会おうとしない?それなら待とう

第3章 現況:通常のビジネスを超えた動き

  • 販売員の役割に対する信頼
    • マーケティングミックスの一部としての販売員
    • 自信は双方向的な関係
  • マルチチャネル、限られた統合
    • マルチチャネル
    • 限られた統合
  • 限られた技術の限界
    • チャネル向けツールおよびコンテンツ向けフォーマットの混乱
    • 正しく測定する
  • 直接対話の役割の登場
  • 変化の範囲:パイロットおよびテスト
  • 構想の欠如

第4章 達成可能な将来:漸進的な改善

  • 人間のチャネルの役割
  • クウォーターバック、オーケストレーター、ハイブリッド
  • 通常のビジネスを超えた動き、主な障害
    • チャネルではなく、コンテンツについて理解する
    • 規制およびコンプライアンス
    • インセンティブ、メトリクスおよび成功の定義

第5章 高い目標を目指す:漸進的な変革

  • 「なぜ」の力
  • プッシュ戦略 vs. プル戦略:コンテンツ、トラストおよびバリュー
  • マーケティングプランニング
  • 構造および調整
  • 所有
  • 変化の管理

第6章 結論

第7章 参照

第8章 略語

図表リスト

目次

Advancing Multichannel Customer Engagement in Pharma

  • Understand how the role of the sales representative and the face-to-face meeting is evolving.
  • What are the implications on the organization and commercial approach with the changing role of the sales representative.
  • What are the talents, capabilities, structure and resources that are needed for new sales representative role?
  • Understand how your future commercial model can answer to the increased complexity of healthcare and what role your sales representative should play.

Table of Contents

Welcome

Acknowledgements

Peer reviews

About the authors

About eyeforpharma

List of Figures and Tables

Executive summary

1 Introduction

  • 1.1 What we did
  • 1.2 The hypothesis
  • 1.3 What does sales representative mean?
  • 1.4 What does a changing role mean?

2 In search of a burning platform - Why would pharma want to change the rep role?

  • 2.1 Pressures to change - The doctor won't see you now
    • 2.1.1 Changing customer expectations
    • 2.1.2 The changing role of the physician
    • 2.1.3 Continuing shift to specialty 19
    • 2.1.4 Declining access to the customer 20
  • 2.2 Pressures to remain the same - Gentlemen, start your marketing engines!
    • 2.2.1 The doctor won't see me now? That's fine I'll wait

3 Current situation: moving beyond business as usual

  • 3.1 Confidence in the role of representation
    • 3.1.1 The sales force as part of the marketing mix
    • 3.1.2 Confidence is a two-way street
  • 3.2 Multiple channels, limited integration
    • 3.2.1 Multiple channels
    • 3.2.2 Limited integration
  • 3.3 The limits of limited technology35
    • 3.3.1 Confusing tools for channels and format for content
    • 3.3.2 Getting the plumbing right
  • 3.4 Emerging face-to-face roles
  • 3.5 Scope of change: pilots and tests
  • 3.6 Lack of vision

4 An attainable future: incremental improvement

  • 4.1 The role of the human channel
  • 4.2 The quarterback, the orchestrator, the hybrid...
  • 4.3 Moving beyond business as usual - key roadblocks
    • 4.3.1 Understanding it's not about channels, it's about content
    • 4.3.2 Regulation and compliance
    • 4.3.3 Incentives, metrics and defining success

5 Aspiring to reach the stars: incremental transformation

  • 5.1 The power of the 'why'
  • 5.2 Push versus pull - Content, trust and value
  • 5.3 Marketing planning
  • 5.4 Structure and alignment
    • 5.4.1 Sales and marketing alignment
    • 5.4.2 Med-legal and compliance
  • 5.5 Ownership
  • 5.6 Change management
    • 5.6.1 Scope and timing

6 Concluding remarks

7 References

8 Abbreviations

List of Figures

  • Figure 1 Demographic of survey: job roles and seniority
  • Figure 2 Demographic of survey: geography and responsibility
  • Figure 3 Demographic of survey: geography and responsibility
  • Figure 4 Primary care buying models across Europe 20
  • Figure 5 Cost of industry infeasible calls, 2008-2015 20
  • Figure 6 Capgemini Consulting/QuantiaMD physician survey: Preference in receiving information
  • Figure 7 Reasons for failed sales
  • Figure 8 Sales force numbers over time
  • Figure 9 Level of articulation and endorsement of strategic roadmap for sales representative integration multichannel marketing
  • Figure 10 Drivers of brand website traffic
  • Figure 11 Effectiveness of different channels in driving sales
  • Figure 12 Digital services implementation level31
  • Figure 13 Tools and resources available to the sales representative today and in two years' time
  • Figure 14 Current versus ideal day-in-the-life of physicians and pharma
  • Figure 15 Digital initiatives failing because of lack of confidence with sales and brand managers
  • Figure 16 The role of the sales representative in two years' time
  • Figure 17 EY data on challenges with multichannel deployment
  • Figure 18 The competencies of the sales representative today and in two years' time
  • Figure 19 Challenges to deploying a new sales representative model
  • Figure 20 Regulatory/compliance issues' impact on customer experience projects
  • Figure 21 Metrics for representative performance today and in two years' time
  • Figure 22 Changing incentives to drive behavior that improve customer experience

List of Tables

  • Table 1 Demographic of survey: job roles and seniority
  • Table 2 Demographic of survey: geography and responsibility
  • Table 3 Level of articulation and endorsement of strategic roadmap for sales representative integration in multichannel marketing
  • Table 4 Effectiveness of different channels in driving sales
  • Table 5 Tools and resources available to the sales representative today and in two years' time
  • Table 6 Digital initiatives failing because of lack of confidence with sales and brand managers
  • Table 7 The role of the sales representative in two years' time
  • Table 8 The competencies of the sales representative today and in two years' time
  • Table 9 Challenges to deploying a new sales representative model
  • Table 10 Regulatory/compliance issues' impact on customer experience projects
  • Table 11 Metrics for representative performance today and in two years' time
  • Table 12 Changing incentives to drive behavior that improve customer experience
Back to Top