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市場調查報告書

多通路的全球銷售員的角色 2015年

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

出版商 EyeforPharma 商品編碼 346214
出版日期 內容資訊 英文
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多通路的全球銷售員的角色 2015年 The Role of the Sales Representative in a Multichannel World: Advancing Multichannel Customer Engagement in Pharma
出版日期: 2015年12月15日 內容資訊: 英文
簡介

本報告以製藥公司的銷售員的角色為主題,提供促進製藥產業上主要發展趨勢與新銷售員模式探索的環境、銷售員的角色的變化、銷售員的角色的變化所意味的事、對新的銷售員的角色必要的人力資源、能力、結構及資源等相關調查分析。

第1章 簡介

第2章 需要緊急的課題 - 製藥公司為何需要改變銷售員的角色?

  • 變化的壓力:醫生馬上不打算相會
    • 客戶期待的變化
    • 醫生角色的變化
    • 專門性的轉變繼續
    • 客戶訪問的減少
  • 讓現狀維持的壓力:行銷的引擎起動!
    • 醫生不打算馬上見面?如果那樣便等候

第3章 現狀:超越了通常商務的行動

  • 對銷售員角色的信賴
    • 身為行銷組合一部分的銷售員
    • 自信雙向性的關係
  • 多通路,有限的整合
    • 多通路
    • 有限的整合
  • 有限的技術的限制
    • 流通管道工具及內容格式的混亂
    • 確實測量
  • 直接對話角色的登場
  • 變化的範圍:試點及試驗
  • 構想的缺乏

第4章 可達成的未來:漸進性的改善

  • 人的流通管道角色
  • quarterback,orchestrator,混合
  • 超越了通常商務的行動,主要的障礙
    • 理解內容而非流通管道
    • 法規及遵守
    • 獎勵、標準及成功定義

第5章 以高目標為目標:漸進性的變革

  • 「為何」的力量
  • 推動策略 vs. 拉動策略:內容、信託及價值
  • 行銷規劃
  • 結構及調整
  • 擁有
  • 變化的管理

第6章 結論

第7章 參照

第8章 簡稱

圖表清單

目錄

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
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