Reinventing Pharmaceutical Sales Forces

Published by: Cutting Edge Information

Published: May. 1, 2009 - 141 Pages

Table of Contents

Executive Summary

Methodology and Definitions

Profiled Companies

Reinventing Pharmaceutical Sales Forces: Five Principles for Success

Incorporating eDetailing and Closed-Loop Marketing

eDetailing

Customer Relationship Management and Closed Loop Marketing Systems

New Age Field Force Tactics

Maximizing Sales Rep Success

Structures, Budgets and Sales Staff Compensation

Sales Force Contraction Data

Sales Force Investments

Sales Staff Compensation

CHARTS AND GRAPHICS

Executive Summary

Figure E.1: Impact of New Field Force Tactics on Average Time Reps Get with

Physicians (in minutes)

Figure E.2: Average Annual Cost per Primary Care Sales Rep

Figure E.3: Average Annual Cost per Specialty/Hospital Sales Rep

Incorporating eDetailing and Closed-Loop Marketing eDetailing

Figure 1.1: eDetailing Program Investment

Figure 1.2: Percentage of eDetailing Investment Outsourced

Figure 1.3: eDetailing Dollars Spent on Outsourced Activities

Figure 1.4: Percentage of Companies Measuring ROI on eDetailing

Figure 1.5: Percentage of Total eDetails Delivered by Type

Figure 1.6: Percentage of the eDetailing Budget Dedicated to Each Type of eDetail Performed

Figure 1.7: Total Dollars Spent by Type of eDetail

Figure 1.8: Rating the Effectiveness of eDetailing Types

Figure 1.9: eDetailing Delivery Methodology

Figure 1.10: Percentage of Time that Reps who eDetail Spend eDetailing

Figure 1.11: Number of eDetails Performed by Reps Monthly

Figure 1.12: Ideal Lifecycle Stage for eDetailing Campaigns

Figure 1.13: Level of Prescribers Targeted by eDetailing

Figure 1.14: Dedicated eDetailing Teams

Figure 1.15: Dedicated eDetailing Team Annual Budgets

Figure 1.16: Dedicated eDetailing Teams’ Sizes

Figure 1.17: Average Number of eDetails Performed by Dedicated eDetailing Team Members Monthly

Figure 1.18: Investment per Dedicated eDetailing Team Member

Figure 1.19: eDetailing Types Performed by Dedicated eDetailing Teams

Figure 1.20: Percentage of Dedicated eDetailing Teams’ Budgets Spent by eDetailing Type

Figure 1.21: eDetailing Delivery Methodology for Dedicated eDetailing Teams

Figure 1.22: Percentage of Companies Using a CRM System

Figure 1.23: Percentage of Companies Using a Closed-Loop Marketing System

Figure 1.24: Percentage of Companies Investigating the Installation of Closed-Loop

Marketing Systems

Figure 1.25: Investment in Closed-Loop Marketing Systems

Figure 1.26: Outsourcing of Closed-Loop Marketing Systems

New Age Field Force Tactics

Figure 2.1: Overall Changes to District Manager to Rep Ratios Over the Last 12 to 24 Months

Figure 2.2: Impact of Sales Force Contraction on Rep to District Manager Ratios

Figure 2.3: Impact of Sales Force Expansion on Rep to District Manager Ratios

Figure 2.4: Average Number of Reps Targeting Each Level of Physician

(Primary Care Sales)

Figure 2.5: Average Number of Reps Targeting Each Level of Physician

(Specialty/Hospital Sales)

Figure 2.6: Mirroring for Top Targets (Primary Care Sales)

Figure 2.7: Reduction in Mirroring for Top Targets (Primary Care Sales)

Figure 2.8: Mirroring for Top Targets (Specialty/Hospital Sales)

Figure 2.9: Mirroring for Mid-Level Targets (Primary Care Sales)

Figure 2.10: Mirroring for Low-Level Targets (Primary Care Sales)

Figure 2.11: Mirroring for Mid-Level Targets (Specialty/Hospital Sales)

Figure 2.12: Mirroring for Low-Level Targets (Specialty/Hospital Sales)

Figure 2.13: Shifts in the Average Number of Target Visits Attempted Daily by

Sales Reps over the Last 12 to 24 Months

Figure 2.14: Impact of Contraction on the Average Number of Target Visits

Attempted Daily by Sales Reps

Figure 2.15: Average Number of Daily Target Visits Attempted by Primary Care

Sales Reps

Figure 2.16: Average Number of Daily Target Visits Attempted by Specialty/Hospital

Sales Reps

Figure 2.17: Shift in the Number of Drugs Carried by Primary Care Sales Reps

Figure 2.18: Shift in the Number of Drugs Carried by Specialty/Hospital Sales Reps

Figure 2.19: Impact of Sales Force Contraction on the Number of Drugs Carried by Primary Care Sales Reps

Figure 2.20: Impact of Sales Force Contraction on the Number of Drugs Carried by Specialty/Hospital Sales Reps

Figure 2.21: Primary Care Sales Reps’ Time Resource Allocation

Figure 2.22: Primary Care Sales Reps’ Time Resource Allocation (2007)

Figure 2.23: Specialty/Hospital Sales Reps’ Time Resource Allocation

Figure 2.24: Specialty/Hospital Sales Reps’ Time Resource Allocation (2007)

Figure 2.25: Impact of the January 2009 Changes to the PhRMA Code

Figure 2.26: Impact of Emerging Expense Reporting Requirements

Figure 2.27: Success Rate of Primary Care Sales Reps: Percentage of the

Time Reps Get to Detail Physicians Face-to-Face

Maximizing Sales Rep Success

Figure 2.28: Success Rate of Specialty/Hospital Sales Reps: Percentage of the Time

Reps Get to Detail Physicians Face-to-Face

Figure 2.29: Success Rate of Primary Care Sales Reps: Percentage of the Time

Reps Get to Detail Physicians Face-to-Face (2007)

Figure 2.30: Success Rate of Specialty/Hospital Sales Reps: Percentage of the Time

Reps Get to Detail Physicians Face-to-Face (2007)

Figure 2.31: Success Rate of Primary Care Reps: Average Number of Minutes

Reps Get with Targets

Figure 2.32: Success Rate of Specialty/Hospital Sales Reps: Average Number of

Minutes Reps Get with Targets

Figure 2.33: Success Rate of Primary Care Reps: Average Number of Minutes

Reps Get with Targets (2007)

Figure 2.34: Success Rate of Specialty/Hospital Sales Reps: Average Number of

Minutes Reps Get with Targets (2007)

Figure 2.35: Using Total Office Calls to Find Key Influencers

Structures, Budgets and Sales Staff Compensation

Figure 3.1: Sales Force Expansion/Contraction Over the Last 12 to 24 Months

Sales Force Contraction Data

Figure 3.2: Percentage by Which Expanding Sales Forces Grew Over the Last 12 to 24 Months

Figure 3.3: Percentage by Which Contracting Sales Forces Shrank Over the Last 12 to 24 Months

Figure 3.4: Sales Force Expansion/Contraction Planned Over the Next 12 to 24 Months

Figure 3.5: Sales Force Realignments

Figure 3.6: Total Annual Sales Force Investment

Sales Force Investments

Figure 3.7: Total Annual Sales Force Investment per Rep

Figure 3.8: Average Annual Cost per Primary Care Sales Rep

Figure 3.9: Average Annual Cost per Specialty/Hospital Sales Rep

Figure 3.10: Average Primary Care Sales Force Resource Allocation

Figure 3.11: Average Specialty/Hospital Sales Force Resource Allocation

Figure 3.12: Cost per Detail (Primary Care Sales)

Figure 3.13: Cost per Detail (Specialty/Hospital Sales)

Sales Staff Compensation

Figure 3.14: Newly Hired Primary Care Sales Rep Compensation

Figure 3.15: Average Primary Care Sales Rep Compensation

Figure 3.16: High Performing Primary Care Sales Rep Compensation

Figure 3.17: Newly Hired Specialty/Hospital Sales Rep Compensation

Figure 3.18: Average Specialty/Hospital Sales Rep Compensation

Figure 3.19: High Performing Specialty/Hospital Sales Rep Compensation

Figure 3.20: Newly Hired Primary Care District Manager Compensation

Figure 3.21: Average Primary Care District Manager Compensation

Figure 3.22: High Performing Primary Care District Manager Compensation

Figure 3.23: Newly Hired Specialty/Hospital Sales District Manager Compensation

Figure 3.24: Average Specialty/Hospital Sales District Manager Compensation

Figure 3.25: High Performing Specialty/Hospital Sales District Manager Compensation

Figure 3.26: Newly Hired Primary Care Regional Manager Compensation

Figure 3.27: Average Primary Care Regional Manager Compensation

Figure 3.28: High Performing Primary Care Regional Manager Compensation

Figure 3.29: Newly Hired Specialty/Hospital Sales Regional Manager Compensation

Figure 3.30: Average Specialty/Hospital Sales Regional Manager Compensation

Figure 3.31: High Performing Specialty/Hospital Sales Regional Manager Compensation

Abstract

Frustrated customer groups and leaner economic times have forced a new pharmaceutical sales model to emerge. The arms race of the previous decade is dead. Faced with the challenge of increasing reach despite sales force cuts, companies are turning toward building stronger, more personal rep-physician relationships that add value. Today smaller and better-managed sales forces now fill the field. With everything changing, are you sure your company is up to speed and able to compete?

Reinventing Pharmaceutical Sales Forces (PH127) shows how reps can stand out from the crowd. It details the latest trends, tools, and practices innovative companies are using to ensure that their reps are spending their time influencing physicians, not languishing in the waiting room.

Learn how and when to maximize the effectiveness of sales tools and systems — such as eDetailing, closed-loop marketing and customer relationship management — to better respond to physician preferences. Examine the field tactics of this “new look” sales force what has worked and hasn’t. Increase sales rep accountability -- and bolster efficiency. Compare your company’s sales force investments, compensation levels, and resource allocations against leading companies...and more.

The information presented is current and examines the changes over the last 12 to 24 months to give the most up-to-date and accurate picture of the evolving sales landscape. Use the report’s strategies and tactics for immediate results!

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