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市場調查報告書

醫藥品銷售額管理:銳化客戶為中心的戰略,以恢復訪問並加強關係

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

出版商 Cutting Edge Information 商品編碼 297584
出版日期 內容資訊 英文 195 Pages
商品交期: 最快1-2個工作天內
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醫藥品銷售額管理:銳化客戶為中心的戰略,以恢復訪問並加強關係 Pharmaceutical Sales Management: Sharpening Customer-Centric Strategies to Restore Access and Strengthen Relationships
出版日期: 2014年03月14日 內容資訊: 英文 195 Pages
簡介

本報告提供製藥產業中銷售員克服訪問障礙、提供客戶價值使用的新策略、戰術相關調查、產業領導者最佳化客戶聯繫的策略、活動層級、人員編制、僱用、投資及報酬焦點的重要業績指標、基準等,為您概述為以下內容。

第1章 與醫生支援策略一同最大化客戶聯繫

  • 為了克服醫生支援的課題,適用重點性的詳細實踐
  • 有效分配時間到複數活動、產品
  • 為了促進營業隊的實際成果改善顧客滿意度的新策略的實行

第2章 確保銷售員成功的資源

  • 銷售員標準的基準:銷售員每人的成本及詳細內容成本
  • 營業團隊標準的基準:訓練成本、持續
  • 現場管理的報酬水準

第3章 目前銷售環境中的有效率的外勤員配置

  • 適當的人員編制層級為外勤員策略的關鍵

第4章 為了轉換銷售員利用新的趨勢

  • 對客戶需求努力銷售同樣地也聚焦產品優點
  • 為了超越基層醫療醫生擴大牽引力,利用重要的帳號經營管理

本網頁內容可能與最新版本有所差異。詳細情況請與我們聯繫。

目錄
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

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  • 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.

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  • 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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