Home > Back to Publisher > Report Information

Specialty and Hospital Sales Force Management (PH151)

Cutting Edge Information
January 1, 2011
152 Pages - SKU: CIGQ6276809

Abstract Table of Contents Related Reports

Specialty and hospital sales forces face great challenges as economic pressures, changing regulations and self-imposed guidleines transform the sales landscape. Access to physicians and other staff is diminishing, and healthcare overhauls will change the way business is done — throughout hospitals and in each doctor’s office.

Successful sales professionals create personal relationships with physicians, uncover new ways to reach targets and understand how to navigate the evolving healthcare environment. As specialist targeting increases and hospital sales grow ever more intricate, the best talent — with the right support — will rise to the top.

This report will help all hospital and specialty sales groups as they gauge their own performance and prepare themselves for the next step forward.

Boost sales force performance: Increase reach and access by making your team the best it can be. Compare performance metrics, explore training costs and improve reps’ business acumen as they face new healthcare legislation and increasingly complicated hospital clients.
Nail your budget needs: Explore sales spending broken down into critical budget categories. Determine your efficiency with cost-per-rep and cost-per- detail benchmarks — and attract top talent with competitive compensation for all experience and performance levels.
Build — or adjust — your sales group: Specialty and hospital groups were largely right-sized even before the big PCP sales reductions. Gear up for the new sales era with headcounts and staffing ratios for reps, DMs and regional managers — and make sure your sales force is the perfect size for the challenges ahead.

Executive Summary: Methodology and Definitions; Profiled Companies; Pharmaceutical Sales Forces: Five Principles for Success
Field Activities and e-Detailing: Maximizing Sales Rep Success; Supplementing Sales Forces Efforts with e-Detailing
Sales Force Investment, Staffing and Sales Training: Specialty and Hospital Sales Force Investment; Specialty and Hospital Sales Force Staffing; Sales Training
Sales Force Compensation
CHARTS AND GRAPHICS: Figure E.1: Allocation of e-Detailing Budget by Sales Force Type (Dollars); Figure E.2: Rep Time Allocation (Specialty Sales); Figure E.3: Rep Time Allocation (Hospital Sales); Field Activities and e-Detailing; Figure 1.1: Overall Changes to District Manager to Rep Ratios Over the Last 12 to 24 Months (Specialty Sales); Figure 1.2: Overall Changes to District Manager to Rep Ratios Over the Last 12 to 24 Months (Hospital Sales); Figure 1.3: Average Number of Reps Targeting Each Level of Physician (Specialty Sales); Figure 1.4: Average Number of Reps Targeting Each Level of Physician (Hospital Sales); Figure 1.5: Mirroring For Top Targets (Specialty Sales); Figure 1.6: Mirroring for Top Targets (Hospital Sales); Figure 1.7: Mirroring for Mid-Level Targets (Specialty Sales); Figure 1.8: Mirroring for Low-Level Targets (Specialty Sales); Figure 1.9: Mirroring for Mid-Level Targets (Hospital Sales); Figure 1.10: Mirroring for Low-Level Targets (Hospital Sales); Figure 1.11: Changes to Average Number of Daily Visits over the Last 12 to 24 Months (Specialty Sales); Figure 1.12: Changes to Average Number of Daily Visits over the Last 12 to 24 Months (Hospital Sales); Figure 1.13: Average Number of Target Visits per Day (Specialty Sales); Figure 1.14: Average Number of Target Visits per Day (Hospital Sales); Figure 1.15: Average Monthly Visits per Rep to Tiers of Prescribers (Specialty Sales); Figure 1.16: Average Monthly Visits per Rep to Tiers of Prescribers (Hospital Sales); Figure 1.17: Number of Products Represented by Sales Reps (Specialty Sales); Figure 1.18: Number of Products Represented by Sales Reps (Hospital Sales); Figure 1.19: Rep Time Allocation (Specialty Sales); Figure 1.20: Rep Time Allocation (Hospital Sales); Maximizing Sales Rep Success; Figure 1.21: Success Rate of Specialty Sales Reps: Percentage of the Time Reps Get to Detail Physicians Face-to-Face; Figure 1.22: Success Rate of Hospital Sales Reps: Percentage of the Time Reps Get to Detail Physicians Face-to-Face; Figure 1.23: Success Rate of Specialty Sales Reps: Average Number of Minutes Reps Get with Targets; Figure 1.24: Success Rate of Hospital Sales Reps: Average Number of Minutes Reps Get with Targets; Figure 1.25: Annual Investment in e-Detailing Activities; Figure 1.26: Allocation of e-Detailing Budget by Sales Force Type (Percentages); Figure 1.27: Allocation of e-Detailing Budget by Sales Force Type (Dollars); Figure 1.28: e-Detailing Investment per Sales Rep; Figure 1.29: Percentage of e-Detailing Budget Outsourced; Figure 1.30: Types of e-Detailing Delivered by Surveyed Companies; Figure 1.31: Delivery Methodologies for e-Details; Figure 1.32: When e-Detailing Campaigns Are Most Effective; Figure 1.33: Levels of Prescribers Targeted by e-Detailing Campaigns; Figure 1.34: Dedicated e-Detailing Teams; Sales Force Investment, Staffing and Sales Training; Specialty and Hospital Sales Force Investment; Figure 2.1: Specialty Sales Force Budget Allocations; Figure 2.2: Hospital Sales Force Budget Allocations; Figure 2.3: Average Cost per Sales Rep (Specialty Sales); Figure 2.4: Total Investment per Specialty Rep; Figure 2.5: Cost per Detail Including Samples (Specialty Sales); Figure 2.6: Cost per Detail Excluding Samples (Specialty Sales); Figure 2.7: Average Cost per Sales Rep (Hospital Sales); Figure 2.8: Total Investment per Hospital Rep; Figure 2.9: Cost per Detail Including Samples (Hospital Sales); Figure 2.10: Cost per Detail Excluding Samples (Hospital Sales); Specialty and Hospital Sales Force Staffing; Figure 2.11: Specialty Sales Force Expansion/Contraction Over the Last 12 to 24 Months; Figure 2.12: Percentage by Which Companies Expanded Specialty Sales Forces Over the Last 12 to 24 Months (Companies that Expanded); Figure 2.13: Percentage by Which Companies Contracted Specialty Sales Forces Over the Last 12 to 24 Months (Companies that Contracted); Figure 2.14: Planned Specialty Sales Force Expansion/Contraction Over the Next 12 to 24 Months; Figure 2.15: Percentage by Which Companies Plan to Expand Specialty Sales Forces Over the Next 12 to 24 Months (Companies that Plan to Expand); Figure 2.16: Percentage by Which Companies Plan to Contract Specialty Sales Forces Over the Next 12 to 24 Months (Companies that Plan to Contract); Figure 2.17: Percentage of Companies that Realigned their Specialty Sales Forces Over the Last 12 to 24 Months; Figure 2.18: Average Number of Reps per District Manager (Specialty Sales); Figure 2.19: Average Number of Reps per District Manager 12 to 24 Months Ago (Specialty Sales); Figure 2.20: Ideal Number of Reps per District Manager (Specialty Sales; Figure 2.21: Average Number of District Managers per Regional Manager (Specialty Sales); Figure 2.22: Average Number of District Managers per Regional Manager 12 to 24 Months Ago (Specialty Sales); Figure 2.23: Ideal Number of District Managers per Regional Manager (Specialty Sales); Figure 2.24: Hospital Sales Force Expansion/Contraction Over the Last 12 to 24 Months; Figure 2.25: Percentage by Which Companies Expanded Hospital Sales Forces Over the Last 12 to 24 Months (Companies that Expanded); Figure 2.26: Percentage by Which Companies Contracted Hospital Sales Forces Over the Last 12 to 24 Months (Companies that Contracted); Figure 2.27: Planned Hospital Sales Force Expansion/Contraction Over the Next 12 to 24 Months; Figure 2.28: Percentage by Which Companies Plan to Expand Hospital Sales Forces Over the Next 12 to 24 Months (Companies that Plan to Expand); Figure 2.29: Percentage by Which Companies Plan to Contract Hospital Sales Forces Over the Next 12 to 24 Months (Companies that Plan to Contract); Figure 2.30: Percentage of Companies that Realigned their Hospital Sales Forces Over the Last 12 to 24 Months; Figure 2.31: Average Number of Reps per District Manager (Hospital Sales); Figure 2.32: Average Number of Reps per District Manager 12 to 24 Months Ago (Hospital Sales); Figure 2.33: Ideal Number of Reps per District Manager (Hospital Sales); Figure 2.34: Average District Managers per Regional Manager (Hospital Sales); Figure 2.35: Average Number of District Managers per Regional Manager 12 to 24 Months Ago (Hospital Sales); Figure 2.36: Ideal Number of District Managers per Regional Manager (Hospital Sales); Sales Training; Figure 2.37: First Year Training Costs for New Sales Reps (Specialty Sales); Figure 2.38: Number of Hours of Training Given to Newly Hired Sales Reps (Specialty Sales); Figure 2.39: Annual Training Costs for Average Veteran Rep (Specialty Sales); Figure 2.40: First Year Training Costs for New Sales Reps (Hospital Sales); Figure 2.41: Number of Hours of Training Given to Newly Hired Sales Reps (Hospital Sales); Figure 2.42: Annual Training Costs for Average Veteran Rep (Hospital Sales); Sales Force Compensation; Figure 3.1: Compensation Levels of Newly Hired Sales Reps (Specialty Sales); Figure 3.2: Percentage of Compensation that is Bonus for Newly Hired Sales Reps (Specialty Sales); Figure 3.3: Compensation Levels of Average Sales Reps (Specialty Sales); Figure 3.4: Percentage of Compensation that is Bonus for Average Sales Reps (Specialty Sales); Figure 3.5: Compensation Levels of High-Performing Sales Reps (Specialty Sales); Figure 3.6: Percentage of Compensation that is Bonus for High-Performing Sales Reps (Specialty Sales); Figure 3.7: Compensation Levels of Newly Hired Sales Reps (Hospital Sales); Figure 3.8: Percentage of Compensation that is Bonus for Newly Hired Sales Reps (Hospital Sales); Figure 3.9: Compensation Levels of Average Sales Reps (Hospital Sales); Figure 3.10: Percentage of Compensation that is Bonus for Average Sales Reps (Hospital Sales); Figure 3.11: Compensation Levels of High-Performing Sales Reps (Hospital Sales); Figure 3.12: Percentage of Compensation that is Bonus for High Performing Sales Reps (Hospital Sales); Figure 3.13: Compensation Levels of Newly Hired District Managers (Specialty Sales); Figure 3.14: Percentage of Compensation that is Bonus for Newly Hired District Managers (Specialty Sales); Figure 3.15: Compensation Levels of Average District Managers (Specialty Sales); Figure 3.16: Percentage of Compensation that is Bonus for Average District Managers (Specialty Sales); Figure 3.17: Compensation Levels of High-Performing District Managers (Specialty Sales); Figure 3.18: Percentage of Compensation that is Bonus for High- Performing District Managers (Specialty Sales); Figure 3.19: Compensation Levels of Newly Hired District Managers (Hospital Sales); Figure 3.20: Percentage of Compensation that is Bonus for Newly Hired District Managers (Hospital Sales); Figure 3.21: Compensation Levels of Average District Managers (Hospital Sales); Figure 3.22: Percentage of Compensation that is Bonus for Average District Managers (Hospital Sales); Figure 3.23: Compensation Levels of High-Performing District Managers (Hospital Sales); Figure 3.24: Percentage of Compensation that is Bonus for High- Performing District Managers (Hospital Sales); Figure 3.25: Compensation Levels of Newly Hired Regional Managers (Specialty Sales); Figure 3.26: Percentage of Compensation that is Bonus for Newly Hired Regional Managers (Specialty Sales); Figure 3.27: Compensation Levels of Average Regional Managers (Specialty Sales); Figure 3.28: Percentage of Compensation that is Bonus for Average Regional Managers (Specialty Sales); Figure 3.29: Compensation Levels of High-Performing Regional Managers (Specialty Sales); Figure 3.30: Percentage of Compensation that is Bonus for High Performing Regional Managers (Specialty Sales); Figure 3.31: Compensation Levels of Newly Hired Regional Managers (Hospital Sales); Figure 3.32: Percentage of Compensation that is Bonus for Newly Hired Regional Managers (Hospital Sales); Figure 3.33: Compensation Levels of Average Regional Managers (Hospital Sales); Figure 3.34: Percentage of Compensation that is Bonus for Average Regional Managers (Hospital Sales); Figure 3.35: Compensation Levels of High-Performing Regional Managers (Hospital Sales); Figure 3.36: Percentage of Compensation that is Bonus for High Performing Regional Managers (Hospital Sales)

Specialty and Hospital Sales Force Management (PH151)

Share this report

Other tasks

Research Assistance

Related Markets

Physicians' Offices Reports

Free Alert Me service