Cutting edge sales strategies to future proof your salesforce
With sales reps spending increasingly less time with physicians, innovative
sales strategies and metrics are being sought by the pharma C-suite to ensure
that every single customer-rep interaction, drives exceptional value for
customers and increases sales. This report focuses on how leading pharma
companies have been deploying innovative sales strategies, new technologies,
qualitative metrics and targeted training, to drive impactful sales rep and
customer interactions and incentivise reps above and beyond simply delivering
the drug's key message.
“Changes in external environment put Pharma sector in a very challenging
situation and pushed to take bigger tradeoffs so that this report will help us
to learn more and engage with the right options.” Levent Arslan,
Sales Director, Janssen.
Key Reasons to Purchase this Report
- Discover innovative sales strategies you can implement in 2014 to improve
your sales performance
- Transform your incentivization structure to drive customer-centric
behaviours that impacts your bottom line
- Best practice examples given from sales teams in and out of industry
including FMCG and the Automotive industry
- Understand how to balance qualitative and quantitative metrics that
motivate reps and drives sales
- Learn from best-in-class examples of sales and marketing integration that
increases customer engagement
- Find out how to integrate the latest technologies into your sales
strategies that will deliver a stronger message to your customer
Your Key Questions Answered
- What KPIs do you employ to measure the success of the sales reps beyond
coverage and frequency?
- How can sales reps use technology to support sales and drive value for
customers and not just as a management monitoring tool?
- How have different job roles been brought together to increase value for
- What case studies are out there from in and outside pharma on innovative
- What value-added services can sales reps deliver?
- What are the latest training approaches that will decrease time out of the
field but still generate a strong training ROI?
- How do you integrate a customer-facing team with the field force so the
company delivers a strong ,customer-centric message?
“The report is another way in which the eyeforpharma group provide value
to the industry, and those of us who work in these topics in it. The data from
surveys, backed up with anecdotes and quotes provide a good backbone to
support the interactive Conferences, online topical webcasts and the opinion
pieces from the website. I find these most useful as they have lots of real
life practical examples, collated into one paper, and backed with some
strength of numbers. It is worthwhile to read for sure.” Adam
Wood, Global Marketing Operations, Strategy - Training & Sales Excellence,
Table of Contents
Index of figures
Index of tables
1. Rationale for innovative sales strategies
- 1.1. Ideas pipeline
- 1.1.1. Bringing sales and marketing teams together
- 1.1.2. Ramping up technology use
- 1.2. Incentivizing sales reps
- 1.2.1. Where sales reps' priorities lie
- 1.2.2. Tailoring KPIs to achieve best outcomes
- 1.3. Skilling up reps for retention
- 1.4. PCP versus specialist rep skills
- 1.5. Sales best practice
- 1.6. Out-of-industry examples
- Case study: Multichannel marketing - Nespresso capsule coff ee machines
- Case study: Digital innovations in automotive sales
2. Measuring sales rep performance
- 2.1. Measuring quality of sales reps' contact
- 2.2. Out of industry benchmarks
3. Integrating departments and utilizing technology
- 3.1. Using technology to measure reps performance
- 3.2. Integrating departments and client-facing roles
- 3.3. Data analysis
4. The future sales rep
5. Industry learnings
List of Tables
- Table 1: Blackdot sales rep type and process
- Table 2: High-performing PCP sales rep qualities
- Table 3: High-performing GP rep and specialist rep tactics
- Table 4: High-performing GP rep and specialist rep triggers
- Table 5: 2015 sales rep infl uencing factors
List of Figures
- Figure 1: Types of Survey respondents
- Figure 2: What region do you work in?
- Figure 3: Which therapy areas do you work in?
- Figure 4: Types of interviewees
- Figure 5: Geographic location of contributors
- Figure 6: Innovation tools for sales force eff ectiveness
- Figure 7: Innovation tools to build customer relationships
- Figure 8: Satisfaction with current medical sales job
- Figure 9: Sales rep job search status
- Figure 10: How satisfied are you with the existing CRM system that your
- Figure 11: How confi dent are you that your organization's CRM system will
allow for the eff ective implementation of CLM?
- Figure 12: Cohort break down of how confi dent executives are that their
organization's CRM system will allow for the effective implementation of CLM
- Figure 13: To your knowledge, is your CRM data analysis/business
intelligence performed in-house?
- Figure 14: How much of an impact has outside regulation had on your
ability to sell over the past two years?
- Figure 15: Cohort consensus on how much impact outside regulation has had
on company's ability to sell over the past two years
- Figure 16: How many doctor visits do you feel are necessary to encourage a
shift in prescription behavior towards your brand/product?
- Figure 17: Cohort breakdown of how many doctor visits executives feel are
necessary to encourage a shift in prescription behaviour towards their
- Figure 18: In your experience, how long on average do you need to spend
with a decision maker in order to achieve a successful sales call?
- Figure 19: In your experience, how long on average do you need to spend
with a decision maker in order to achieve a successful sales call? (Sales,
Marketing, Top Level Management cohorts)
- Figure 20: How complementary are additional channels to sales calls?
- Figure 21: How complementary are additional channels to sales calls?
(Sales, Marketing, Top-Level Management cohorts)
- Figure 22: How many times per month should non-sales calls be made to
- Figure 23: Aside from the prescriber, which stakeholders do you see value
in sales reps/KAMs visiting?
- Figure 24: Aside from the prescriber, which stakeholders do you see value
in sales reps/KAMs visiting? (Sales, Marketing, Top-Level Management cohorts)
- Figure 25: Closed Loop Marketing process with iPad