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市場調查報告書
製藥公司重新建構營業能力
Reinventing Pharmaceutical Sales Forces
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製藥公司重新建構營業能力 是由出版商Cutting Edge Information在2009年04月所出版的。
這份英文市場調查報告書包含141 Pages 價格從美金5995起跳。
美國製藥公司的營業主管預計在2015年之前將減少7萬人。比超過10萬人的1990年代至2000年代前半大幅減少。
本報告書內容包括：現在製藥公司的營業能力及未來動向、新戰術、人員及預算編列內容等。內容綱要摘記如下：
實施概要
- 調查方法及定義
- 介紹的企業
- 製藥公司重新建構營業能力：成功5大原則
網路看診及利用封閉迴路行銷
新時代的營業戰術
架構、預算、業務員薪水
Abstract
Innovate your sales practices to reach and influence targets (PH127)
The "more is better" methodology of selling is dead. The Wall Street Journal
now predicts that the number of pharmaceutical sales reps in the US will drop
to 70,000 by the year 2015. This is a tremendous change from the boom of the
1990s and early 2000s, when the total number of reps exceeded 100,000. While
some companies began adapting a few years ago, other companies now find
themselves well behind. For those companies stuck in the past, reducing sales
force mirroring, creating more personal relationships with targets, and
uncovering new ways to reach physicians are the orders of the day. The
companies that will excel will be those that innovate now and find new avenues
for connecting with targets and that develop relationships where doctors
actually call on reps for information.
Cutting Edge Information' s Reinventing Pharmaceutical Sales Forces analyzes
the current state of the pharmaceutical sales arena and reveals how innovative
leaders are winning in a time when most companies find themselves in trouble.
The report makes its case with metrics and methodologies for preparing pharma
sales forces to compete now and into the future. The report covers three main
areas:
- Incorporating eDetailing and Closed Loop Marketing - Examines some of
the newest ways sales forces are reaching physicians and meeting targets'
specific needs.
- New Age Field Force Tactics - Studies the "new look" field force, which
values one-on-one relationships between doctor and rep, fewer reps per
district manager, a more technologically equipped team and increased rep
accountability.
- Structures, Budgets and Sales Staff Compensation - Analyzes the sales
force investment levels and resource allocations of today. The chapter also
reveals compensation levels of newly hired, average and high-performing reps,
district managers and regional managers.
Table of Contents
Chapter 1: Incorporating eDetailing and Closed-Loop Marketing eDetailing
- eDetailing program investment
- Percentage of eDetailing investment outsourced
- Percentage of companies measuring ROI on eDetailing
- Percentage of total eDetails delivered by type
- Percentage of the eDetailing budget dedicated to each type
- Total dollars spent by type of eDetail
- Rating the effectiveness of eDetailing types
- Ideal lifecycle stage for eDetailing campaigns
- Level of prescribers targeted by eDetailing
- Dedicated eDetailing teams
- Dedicated eDetailing team annual budgets
- Investment per Dedicated eDetailing team member
- eDetailing types performed by dedicated eDetailing teams
- Percentage of dedicated eDetailing teams' budgets spent by eDetailing type
- eDetailing delivery methodology for dedicated eDetailing teams
- Customer Relationship Management (CRM) and Closed-Loop Marketing Systems
- Percentage of companies using a CRM system
- Percentage of companies using a closed-loop marketing system
- Percentage of companies investigating the installation of closed-loop
marketing systems
- Investment in closed-loop marketing systems
Chapter 2: New Age Field Force Tactics
- Overall changes to district manager to rep ratios over the past 12 to 24
months
- Impact of sales force contraction on rep to district manager ratios
- Impact of sales force expansion on rep to district manager ratios
- Average number of reps targeting each level of physician - broken down
by primary care sales and specialty/hospital sales
- Mirroring for top- , mid- and low-level targets - primary care sales and
specialty/hospital sales
- Shifts in the average number of target visits attempted daily by sales
reps over the last 12 to 24 months
- Impact of contraction on the number of visits attempted and drugs carried
-- primary reps and specialty/hospital reps
- Impact of the January 2009 changes to the PhRMA Code
- Maximizing Sales Rep Success
- Metrics gauge the success rate and amount of time -- by percentage and by
average number of minutes -- that primary care reps and specialty/hospital
reps are able to spend detailing physicians. Current year data and 2007 data
are shown.
- Using total office calls to find key influencers
Chapter 3: Structures, Budgets and Sales Staff Compensation
Sales Force Contraction Data
- Percentage by which expanding sales forces grew over the last 12 to 24
months
- Percentage by which contracting sales forces shrank over the last 12 to 24
months
- Sales force expansion/contraction planned over the next 12 to 24 months
- Sales force realignments
- Sales Force Investments
- Total annual sales force investment
- Total annual sales force investment per rep
- Average annual cost - per primary care sales rep and per
specialty/hospital rep
- Average resource allocation -- per primary care sales force and per
specialty/hospital sales force
- Cost per detail -- primary care sales and specialty/hospital sales
- Sales Staff Compensation
Section contains compensation data for primary care and specialty/hospital
reps and district managers and regional managers across the performance
spectrum.
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