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市場調查報告書

創新的銷售策略&標準的報告

Innovative Sales Strategies & Metrics Report 2014

出版商 EyeforPharma 商品編碼 296627
出版日期 內容資訊 英文 67 Pages; 14 Figures & Graphs; 13 Tables
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創新的銷售策略&標準的報告 Innovative Sales Strategies & Metrics Report 2014
出版日期: 2014年02月14日 內容資訊: 英文 67 Pages; 14 Figures & Graphs; 13 Tables
簡介

營業人員為了減少醫師所花費的時間而尋求創新銷售策略及標準。

本報告以主要製業企業如何發展發展創新策略為焦點,提供為了改善銷售實績的創新性銷售策略、業界內外營業團隊的最佳業務實踐的實例、強化客戶參與的銷售、行銷綜合最佳水準的實例,以及更強力遞送客戶訊息的最新技術整合方法等,為您概述為以下內容。

第1章 創新的銷售策略的理論的根據

  • 想法平台
  • 營業人員的獎勵
  • 針對維持客戶提升營業人員的技術
  • PCP vs. 專門負責人的技術
  • 銷售最佳業務實踐
  • 產業以外的實例
    • 案例研究:多頻道行銷 - Nespresso的膠囊咖啡機器
    • 案例研究:汽車銷售額的數位革命
  • 未來趨勢

第2章 營業人員的業績檢測

  • 營業人員的契約的品質的檢測
  • 產業以外的基準

第3章 活用部門的整合及技術

  • 利用營業人員的實際成果檢測的技術
  • 部門的整合及客戶所面對的角色
  • 資料分析

第4章 未來的營業人員

第5章 產業的教訓

簡稱

參考資料

圖表清單

目錄

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 the customer?
  • What case studies are out there from in and outside pharma on innovative sales models?
  • 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?

Peer Review

“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, Bayer Pharmaceuticals.

Table of Contents

Welcome

About eyeforpharma

Acknowledgments

Index of figures

Index of tables

Methodology

Executive summary

Introduction

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
  • 1.7. Future trends

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

Abbreviations

References

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 company operates?
  • 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 brand/product
  • 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 physicians?
  • 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
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