The Pharmaceutical Sales Force Outlook: Structures And Strategies To Maximize Roi And Boost Product Uptake

Published by: Business Insights

Published: Jun. 1, 2003 - 148 Pages

Table of Contents

• Report outline
  
• Understanding sales force structures and strategies
  
• Does sales force expansion ensure improvements in productivity?
  
• How can sales forces optimize physician targeting?
  
• Is there an optimal sales force structure?
  
• Is eDetailing the future?
  
• Leveraging sales and marketing capabilities to optimize product uptake

Chapter 1 The need to optimize sales force

• efficiency
  
• Introduction
  
• Pressures to maximize the efficiency of pharmaceutical sales and
  marketing
  
• Healthcare cost-containment
  
• Growth of the generics industry
  
• Increasing R&D costs
  
• M&A
  
• Costs of sales and marketing
  
• Sales and marketing spend of pharmaceutical companies
  
• Physician detailing
  
• Sales force size
  
• Product growth prospects
  
• Rep training
  
• Level of technology
  
• Optimizing sales force ROI—the key to success
  
• Physician detailing: declining ROI
  
• Optimizing ROI through effective sales force structure and strategy
  
• Sales force structure
  
• Sales force targeting
  
• Measuring sales force ROI
  
• Product sales data
  
• Internal IT data
  
• Reps’ targets
  
• Qualitative assessment
  
• Best practice in measuring sales force ROI
  
• Report methodology

Chapter 2 Analysis of sales force structures

• in key markets
  
• Introduction
  
• US sales force structures
  
• Key findings
  
• General trends
  
• Sales force size
  
• Sales force structure
  
• Technology uptake
  
• Japanese sales force structures
  
• Key findings
  
• General trends
  
• Sales force size
  
• Sales force structure
  
• Technology uptake
  
• French sales force structures
  
• Key findings
  
• General trends
  
• Sales force size
  
• Sales force structure
  
• Technology uptake
  
• German sales force structures
  
• Key findings
  
• General trends
  
• Sales force size
  
• Sales force structure
  
• Technology uptake
  
• Italian sales force structures
  
• Key findings
  
• General trends
  
• Sales force size
  
• Sales force structure
  
• Technology uptake
  
• Spanish sales force structures
  
• Key findings
  
• General trends
  
• Sales force size
  
• Sales force structure
  
• Technology uptake
  
• UK sales force structures
  
• Key findings
  
• General trends
  
• Sales force size
  
• Sales force structure
  
• Technology uptake

Chapter 3 Maximizing sales force return on

• investment
  
• Introduction
  
• Key findings
  
• Optimizing sales force ROI
  
• Model for measuring sales force ROI
  
• Measuring field force productivity
  
• Model for measuring ROI
  
• Optimizing ROI in sales force size
  
• Trends in sales force size
  
• Implications of sales force size for ROI
  
• Sales force characteristics
  
• Rep type
  
• Market competition
  
• Recommendations for optimizing sales force size
  
• Optimizing ROI in sales force structure
  
• Trends in sales force structure
  
• Structure by target audience
  
• Benefits and future issues
  
• Determining the target/universe ratio
  
• Finding the ideal target/universe ratio
  
• Finding new audiences
  
• Structure by therapy area
  
• Structure by region
  
• Recommendations for optimizing sales force structure
  
• Optimizing ROI through use of technology
  
• Trends in use of technology in different national markets
  
• Implications of use of technologies for ROI
  
• Increasing field force efficiency through new technology
  
• Increasing the effectiveness of detailing with new technologies
  
• Increasing field force communication: Knoll
  
• Trends in eDetailing
  
• Implications of eDetailing for ROI
  
• Physician prescribing behaviour
  
• Market position of drug
  
• National market
  
• Future drivers of eDetailing
  
• Recommendations for optimizing use of technologies
  
• Optimizing ROI through use of external sales forces
  
• Optimizing ROI through the use of CSOs
  
• Advantages of using CSOs
  
• Barriers to using CSOs
  
• Case study: Using a CSO for a more targeted approach - Solvay
  
• Implications for the ROI
  
• When to use CSOs
  
• Optimizing ROI through use of co-promotion and co-marketing
  
• Co-promotion: offering the best ROI
  
• Case study: Maximizing audience coverage through co-promotion -
  Ditropan XL
  
• Co-marketing: suited in specific circumstances
  
• Recommendations for optimizing the use of co-promotion versus co-marketing
  

Chapter 4 Leveraging sales and marketing

capabilities to optimize product

• uptake
  
• Introduction
  
• Key findings
  
• Sales and marketing capabilities: strategic outlook
  
• Role of sales and marketing capabilities in product launch
  
• Assessing the capabilities: therapeutic and geographic presence, sales
  and marketing spend
  
• In need of external expertise: choosing the best licensing option
  
• Analytical framework for analyzing successful company sales and marketing
  strategy design
  
• The overall role of sales and marketing capabilities in different
  disease market maturity stages
  
• The specific role of sales and marketing attributes in different disease
  market maturity stages
  
• Recommendations for optimal leverage of corporate sales and marketing
  capabilities
  Immature markets
  
• Lack of relevant therapeutic or geographic presence
  Mature markets
  
• Case studies: The impact of sales and marketing investment on product
  success
  
• Case study: Exelon - strong promotion in an immature market with existing
  gold standard therapy
  
• Exelon’s position in the Alzheimer’s disease market
  
• Strong marketing investment by Novartis to off-set later entry and
  limited differentiation from gold standard
  
• Case study: Celexa - innovative marketing strategy yielding success against
  prominent competition
  
• Celexa’s clinical benefits
  
• A strong sales and marketing strategy

List of Figures

• Figure 1.1: Sales force growth of profiled companies, 1999-2001 and forecast to 2005
  
• Figure 1.2: Four negative forces on pharmaceutical revenues
  
• Figure 1.3: R&D expenditure as a proportion of sales, 1980-2002
  
• Figure 1.4: Estimated breakdown of the global sales and marketing spend of the top
  pharmaceutical companies
  
• Figure 1.5: Factors impacting the ROI of physician detailing
  
• Figure 2.6: Comparison of sales force size with US ethical revenues
  
• Figure 2.7: Sales force size and growth in the US, 1999-2001
  
• Figure 2.8: Simplified model of generic US sales force structure
  
• Figure 2.9: Comparison between size of sales force and ethical revenues from the Japanese market
  
  
• Figure 2.10: Sales force size and growth in Japan, 1999-2001
  
• Figure 2.11: Simplified model of generic Japanese sales force structure
  
• Figure 2.12: Sales force size and growth in France, 1999-2001
  
• Figure 2.13: Simplified model of a generic French sales force structure
  
• Figure 2.14: Sales force size and growth in Germany, 1999-2001
  
• Figure 2.15: Simplified model of a generic German sales force structure
  
• Figure 2.16: Sales force size and growth in Italy, 1999-2001
  
• Figure 2.17: Simplified model of generic Italian sales force structure
  
• Figure 2.18: Sales force size and growth in Spain, 1999-2001
  
• Figure 2.19: Model of a generic Spanish sales force structure
  
• Figure 2.20: Size and growth of selected sales forces in the UK, 1999-2001
  
• Figure 2.21: Simplified model of generic UK sales force structure
  
• Figure 3.22: Key influences on sales force ROI
  
• Figure 3.23: Relative ROI for sales force management strategies
  
• Figure 3.24: Model for assessing field force productivity
  
• Figure 3.25: Model for assessing sales force ROI
  
• Figure 3.26: Trends in sales force growth, 1999-2005
  
• Figure 3.27: Relationship between field force productivity and level of market competition
  
• Figure 3.28: The effect of the target/universe (T/U) ratio on sales force ROI
  
• Figure 3.29: Summarised use of technologies by profiled sales forces
  
• Figure 3.30: Use of eDetailing by profiled companies
  
• Figure 3.31: Relationship between physician prescribing behaviour and ROI of eDetailing
  
• Figure 3.32: Effects of CSO outsourcing on sales force ROI
  
• Figure 4.33: Relative contribution of clinical, market, corporate sales and marketing capabilities to
  first year market share at different disease market maturity stages
  
• Figure 4.34: Relative importance of sales and marketing attributes in explaining first year market
  share in different disease market maturity stages
  
• Figure 4.35: Decision tree for optimally leveraging corporate sales and marketing capabilities
  
• Figure 4.36: Global sales of leading SSRIs, 1998-2002

List of Tables

• Table 1.1: Total pharmaceutical R&D expenditure, 1980-2002
  
• Table 2.1: Summarised use of technologies by US sales reps in companies studied
  
• Table 2.2: Summarised use of technologies by Japanese sales reps in companies studied
  
• Table 2.3: Summarised use of technologies by French sales reps in companies studied
  
• Table 2.4: Summarised use of technologies by German sales reps in companies studied
  
• Table 2.5: Summarised use of technologies by Italian sales reps in companies studied
  
• Table 2.6: Summarised use of technologies by sales reps in Spanish companies studied
  
• Table 2.7: Summarised use of technologies by UK sales reps in companies studied
  
• Table 4.1: Ranked importance of sales and marketing attributes per disease market maturity stage
  134
  
• Table 4.2: Global sales of leading SSRIs, 1998-2002 145

Abstract

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