FULL TABLE OF CONTENTS AND CHARTS & GRAPHICS

Transcription

1 PHARMACEUTICAL SALES MANAGEMENT SHARPENING CUSTOMER-CENTRIC STRATEGIES TO RESTORE ACCESS AND STRENGTHEN RELATIONSHIPS FULL TABLE OF CONTENTS AND CHARTS & GRAPHICS 1000 Park 40 Plaza, Suite 440 Durham, NC

2 TABLE OF CONTENTS 9 Executive Summary 12 Methodology and Definitions 13 Life Science Sales Forces: Five Principles for Success 24 Maximizing Customer Contact with Physician Access Strategies 25 Adapting Targeting and Detailing Practices to Overcome Physician Access Challenges 48 Allocating Time Effectively Across Multiple Activities and Products 74 Implement New Strategies to Drive Sales Team Performance and Improve Customer Satisfaction 84 Securing Resources For Sales Force Success 87 Benchmarking Sales Force Metrics: Costs Per Rep and Costs Per Detail 115 Benchmarking Sales Team Metrics: Training Costs and Duration 130 Field Management Compensation Levels 141 Staffing Efficient Field Forces In Today s Sales Environment 143 Proper Staffing Levels Key to Field Sales Strategy 171 Harnessing Emerging Trends To Transform Sales Forces 172 Focus Sales Efforts on Customer Needs As Well As Product Benefits 191 Use Key Account Management to Expand Traction Beyond Primary Care Physicians

3 9 Executive Summary 12 Methodology and Definitions 13 Life Science Sales Forces: Five Principles for Success 14 Figure E.1: Percentage of Companies with a Customer-Centric Strategy in Place (US) 15 Figure E.2: Percentage of Companies with a Customer-Centric Strategy in Place (EU) 18 Figure E.3: Percentage of Details Conducted via Internet or Mobile Technology at Companies Utilizing These Channels (US) 19 Figure E.4: Annual Investments in edetailing (US) 21 Figure E.5: Average Cost per Rep (US Primary Care) 21 Figure E.6: Average Cost per Rep (US Specialty) 22 Figure E.7: Average Cost per Rep (US Hospital) 24 Maximizing Customer Contact with Physician Access Strategies 25 Adapting Targeting and Detailing Practices to Overcome Physician Access Challenges 30 Figure 1.1: Communication Methods Reps Use to Contact Targets (US Primary Care) 30 Figure 1.2: Communication Methods Reps Use to Contact Targets (US Specialty) 31 Figure 1.3: Communication Methods Reps Use to Contact Targets (US Hospital) 31 Figure 1.4: Communication Methods Reps Use to Contact Targets (EU) 33 Figure 1.5: Percentage of Details Done via Internet or Mobile Technology at Companies Utilizing These Channels (US) 34 Figure 1.6: Number of Monthly Details Done via Internet or Mobile Technology at Companies Utilizing These Channels (US) 35 Figure 1.7: Types of edetails Performed by Companies Using edetailing (US) 36 Figure 1.8: Annual Investments in edetailing (US) 37 Figure 1.9: Percentage of edetailing Investment Allocated by Types of edetails (US) 38 Figure 1.10: Delivery Methodologies for Self-Guided edetails (US) 40 Figure 1.11: Effectiveness Ratings of edetailing by Type 41 Figure 1.12: Most Effective Product Lifecycle Stage for edetailing (US) 42 Figure 1.13: Prescriber Levels Targeted with edetailing (US) 43 Figure 1.14: Headcounts of Dedicated Virtual Sales Rep Teams (US) 44 Figure 1.15: Budgets of Dedicated Virtual Sales Rep Teams (US) 45 Figure 1.16: Investment per Virtual Rep on Dedicated Teams (US) 46 Figure 1.17: Number of Details Attempted by Virtual Sales Reps per Day (US)

4 48 Allocating Time Effectively Across Multiple Activities and Products 49 Figure 1.18: Percentage of Field Reps Time Allocated to Specific Activities at Top 10 and Top 25 Companies (US Primary Care) 50 Figure 1.19: Percentage of Field Reps Time Allocated to Specific Activities at Top 50 Companies (US Primary Care) 50 Figure 1.20: Percentage of Field Reps Time Spent on Specific Activities at Companies Within Top 50 (US Specialty) 51 Figure 1.21: Percentage of Field Reps Time Spent on Specific Activities at Companies Outside Top 50 (US Specialty) 51 Figure 1.22: Field Reps Time Allocation at Top 10 and Top 50 Companies (US Hospital) 52 Figure 1.23: Field Reps Time Allocation at Small and Medical Device Companies (US Hospital) 52 Figure 1.24: Field Reps Time Allocation (EU Primary Care and Specialty) 53 Figure 1.25: Field Reps Time Allocation (EU Hospital) 54 Figure 1.26: Percentage of Reps Selling Time Spent on Product Tier (US Primary Care) 55 Figure 1.27: Percentage of Reps Selling Time Spent on Product Tier (US Specialty) 55 Figure 1.28: Percentage of Reps Selling Time Spent on Product Tier (US Hospital) 56 Figure 1.29: Percentage of Reps Selling Time Spent on Product Tier (EU) 58 Figure 1.30: Average Number of Target Visits Attempted per Day (US Primary Care) 58 Figure 1.31: Average Number of Target Visits Attempted per Day (US Specialty) 59 Figure 1.32: Average Number of Target Visits Attempted per Day (US Hospital) 59 Figure 1.33: Average Number of Target Visits Attempted per Day (EU) 61 Figure 1.34: Percentage of Visits on Which Reps Are Able to Detail Physicians (US Primary Care) 61 Figure 1.35: Percentage of Visits on Which Reps Are Able to Detail Physicians (US Specialty) 62 Figure 1.36: Percentage of Visits on Which Reps Are Able to Detail Physicians (US Hospital) 62 Figure 1.37: Percentage of Visits on Which Reps Get to Detail Physicians (EU) 64 Figure 1.38: Average Number of Minutes Reps Spend with Physicians per Visit (US Primary Care) 64 Figure 1.39: Average Number of Minutes Reps Spend with Physicians per Visit (US Specialty) 65 Figure 1.40: Average Number of Minutes Reps Spend with Physicians per Visit (US Hospital) 65 Figure 1.41: Average Number of Minutes Reps Spend with Physicians per Visit (EU) 67 Figure 1.42: Average Number of Lunch and Learns Conducted per Month with High-Level Prescribers (US Primary Care) 67 Figure 1.43: Average Number of Lunch and Learns Conducted per Month with Mid-Level Prescribers (US Primary Care) 68 Figure 1.44: Average Number of Lunch and Learns Conducted per Month with Low-Level Prescribers (US Primary Care) 69 Figure 1.45: Average Number of Lunch and Learns Conducted per Month with High-Level Prescribers (US Specialty) 70 Figure 1.46 Average Number of Lunch and Learns Conducted per Month with Mid-Level Prescribers (US Specialty) 70 Figure 1.47: Average Number of Lunch and Learns Conducted per Month with Low-Level Prescribers (US Specialty) 71 Figure 1.48: Average Number of Lunch and Learns Conducted per Month with High-Level Prescribers (EU)

5 72 Figure 1.49: Average Number of Lunch and Learns Conducted per Month with Mid-Level Prescribers (EU) 72 Figure 1.50: Average Number of Lunch and Learns Conducted per Month with Low-Level Prescribers (EU) 74 Implement New Strategies to Drive Sales Team Performance and Improve Customer Satisfaction 75 Figure 1.51: Performance Measurement Methodologies (US) 76 Figure 1.52: Channels for Gathering Physician Satisfaction Feedback (US) 77 Figure 1.53: Sales Rep Qualities Measured as a Part of Physician Satisfaction Feedback(US) 79 Figure 1.54: Percentage of Companies Deploying a Closed-Loop Marketing System (US) 79 Figure 1.55: Percentage of Companies Deploying a Closed-Loop Marketing System (EU) 80 Figure 1.56: Percentage of Overall Targets Tracked Under the Closed-Loop Marketing System (US) 84 Securing Resources for Sales Force Success 85 Figure 2.1: Total Investment in Sales Force Operations (US Primary Care) 85 Figure 2.2: Total Investment in Sales Force Operations (US Specialty) 86 Figure 2.3: Total Investment in Sales Force Operations (US Hospital) 87 Benchmarking Sales Force Metrics: Costs Per Rep and Costs Per Detail 88 Figure 2.4: Average Cost per Rep (US Primary Care) 90 Figure 2.5: Compensation Levels for Newly Hired Reps (US Primary Care) 90 Figure 2.6: Compensation Levels for Average-Performing Reps (US Primary Care) 91 Figure 2.7: Compensation Levels for High-Performing Reps (US Primary Care) 91 Figure 2.8: Percentage of Compensation by Type for Newly Hired Reps (US Primary Care) 92 Figure 2.9: Percentage of Compensation by Type for Average-Performing Reps (US Primary Care) 92 Figure 2.10: Percentage of Compensation by Type for High-Performing Reps (US Primary Care) 93 Figure 2.11: Average Cost per Rep (US Specialty) 94 Figure 2.12: Compensation Levels for Newly Hired Reps (US Specialty) 95 Figure 2.13: Compensation Levels for Average-Performing Reps (US Specialty) 95 Figure 2.14: Compensation Levels for High-Performing Reps (US Specialty) 96 Figure 2.15: Percentage of Compensation by Type for Newly Hired Reps (US Specialty) 96 Figure 2.16: Percentage of Compensation by Type for Average-Performing Sales Reps (US Specialty) 97 Figure 2.17: Percentage of Compensation by Type for High-Performing Sales Reps (US Specialty) 98 Figure 2.18: Average Cost per Rep (US Hospital) 99 Figure 2.19: Compensation Levels for Newly Hired Reps (US Hospital) 100 Figure 2.20: Compensation Levels for Average-Performing Sales Reps (US Hospital) 100 Figure 2.21: Compensation Levels for High-Performing Reps (US Hospital) 101 Figure 2.22: Percentage of Compensation by Type for Newly Hired Reps (US Hospital) 101 Figure 2.23: Percentage of Compensation by Type for Average-Performing Reps (US Hospital)

6 102 Figure 2.24: Percentage of Compensation by Type for High-Performing Reps (US Hospital) 103 Figure 2.25: Average Cost per Rep (EU) 105 Figure 2.26: Average Cost per Detail with Samples (US Primary Care) 106 Figure 2.27: Average Cost per Detail Without Samples (US Primary Care) 107 Figure 2.28: Average Cost per Detail with Samples (US Specialty) 108 Figure 2.29: Average Cost per Detail Without Samples (US Specialty) 109 Figure 2.30: Average Cost per Detail with Samples (US Hospital) 110 Figure 2.31: Average Cost per Detail Without Samples (US Hospital) 111 Figure 2.32: Average Cost per Detail with Samples (EU) 111 Figure 2.33: Average Cost per Detail Without Samples (EU) 113 Figure 2.34: Percentage of Sales Budget Allocated to Specific Items (US Primary Care) 113 Figure 2.35: Percentage of Sales Budget Allocated to Specific Items (US Specialty) 114 Figure 2.36: Percentage of Sales Budget Allocated to Specific Items (US Hospital) 114 Figure 2.37: Percentage of Sales Budget Allocated to Specific Items (EU) 115 Benchmarking Sales Team Metrics: Training Costs and Duration 115 Figure 2.38: Costs of Training New Sales Reps (US Primary Care) 116 Figure 2.39: Costs of Training New Sales Reps (US Specialty) 116 Figure 2.40: Costs of Training New Sales Reps (US Hospital) 117 Figure 2.41: Training Hours for New Sales Reps by Methodology (US Primary Care) 118 Figure 2.42: Training Hours for New Sales Reps by Methodology (US Specialty) 118 Figure 2.43: Training Hours for New Sales Reps by Methodology (US Hospital) 119 Figure 2.44: Training Hours for New Sales Reps by Methodology (EU) 120 Figure 2.45: Costs of Ongoing Training for Sales Reps (US Primary Care) 121 Figure 2.46: Costs of Ongoing Training for Sales Reps (US Specialty) 121 Figure 2.47: Costs of Ongoing Training for Sales Reps (US Hospital) 122 Figure 2.48: Ongoing Training Hours for Sales Reps by Methodology (US Primary Care) 123 Figure 2.49: Ongoing Training Hours for Sales Reps by Methodology (US Specialty) 123 Figure 2.50: Ongoing Training Hours for Sales Reps by Methodology (US Hospital) 124 Figure 2.51: Ongoing Training Hours for Sales Reps by Methodology (EU) 125 Figure 2.52: Types of CRM Systems Deployed (US) 126 Figure 2.53: Types of CRM Systems Deployed (EU) 127 Figure 2.54: Initial Investment in CRM Systems (US) 128 Figure 2.55: Initial Investment in CRM Systems (EU) 129 Figure 2.56: Annual Investment in Maintaining/Upgrading CRM Systems (US) 130 Field Management Compensation Levels 131 Figure 2.57: Compensation Levels for Newly Hired District Managers (US Primary Care) 131 Figure 2.58: Compensation Levels for Newly Hired District Managers (US Specialty)

7 132 Figure 2.59: Compensation Levels for Newly Hired District Managers (US Hospital) 132 Figure 2.60: Compensation Levels for Average-Performing District Managers (US Primary Care) 133 Figure 2.61: Compensation Levels for Average-Performing District Managers (US Specialty) 133 Figure 2.62: Compensation Levels for Average-Performing District Managers (US Hospital) 134 Figure 2.63: Compensation Levels for High-Performing District Managers (US Primary Care) 134 Figure 2.64: Compensation Levels for High-Performing District Managers (US Specialty) 135 Figure 2.65: Compensation Levels for High-Performing District Managers (US Hospital) 136 Figure 2.66: Compensation Levels for Newly Hired Regional Managers (US Primary Care) 137 Figure 2.67: Compensation Levels for Newly Hired Regional Managers (US Specialty) 137 Figure 2.68: Compensation Levels for Newly Hired Regional Managers (US Hospital) 138 Figure 2.69: Compensation Levels for Average-Performing Regional Managers (US Hospital) 138 Figure 2.70: Compensation Levels for Average-Performing Regional Managers (US Specialty) 139 Figure 2.71: Compensation Levels for Average-Performing Regional Managers (US Primary Care) 139 Figure 2.72: Compensation Levels for High-Performing Regional Managers (US Primary Care) 140 Figure 2.73: Compensation Levels for High-Performing Regional Managers (US Specialty) 140 Figure 2.74: Compensation Levels for High-Performing Regional Managers (US Hospital) 141 Staffing Efficient Field Forces in Today s Sales Environment 143 Proper Staffing Levels Key to Field Sales Strategy 144 Figure 3.1: Number of Field Reps in the Sales Force (US Primary Care) 145 Figure 3.2: Number of Field Reps in the Sales Force (US Specialty) 146 Figure 3.3: Number of Field Reps in the Sales Force (US Hospital) 147 Figure 3.4: Number of Field Reps in the Sales Force (EU) 149 Figure 3.5: Actual Average Number of Reps Managed per District Manager (US Primary Care) 149 Figure 3.6: Ideal Average Number of Reps Managed per District Manager (US Primary Care) 150 Figure 3.7: Actual Average Number of Reps Managed per District Manager (US Specialty) 151 Figure 3.8: Ideal Average Number of Reps Managed per District Manager (US Specialty) 152 Figure 3.9: Actual Average Number of Reps Managed per District Manager (US Hospital) 153 Figure 3.10: Ideal Average Number of Reps Managed per District Manager (US Hospital) 155 Figure 3.12: Ideal Average Number of Reps Managed per District Manager (EU) 155 Figure 3.11: Actual Average Number of Reps Managed per District Manager (EU) 156 Figure 3.13: Actual Average Number of District Managers Managed per Regional Manager (US Primary Care) 157 Figure 3.14: Ideal Average Number of District Managers Managed per Regional Manager (US Primary Care) 158 Figure 3.15: Actual Average Number of District Managers Managed per Regional Manager (US Specialty) 159 Figure 3.16: Ideal Average Number of District Managers Managed per Regional Manager (US Specialty)

8 160 Figure 3.17: Actual Average Number of District Managers Managed per Regional Manager (US Hospital) 161 Figure 3.18: Ideal Average Number of District Managers Managed per Regional Manager (US Hospital) 162 Figure 3.19: Actual Average Number of District Managers Managed per Regional Manager (EU) 163 Figure 3.20: Ideal Average Number of District Managers Managed per Regional Manager (EU) 164 Figure 3.21: Rep Mirroring: Average Number of Different Reps Calling on Targets by Type (US Primary Care) 165 Figure 3.22: Rep Mirroring: Average Number of Different Reps Calling on Targets by Type (US Specialty) 166 Figure 3.23: Rep Mirroring: Average Number of Different Reps Calling on Targets by Type (US Hospital) 167 Figure 3.24: Rep Mirroring: Average Number of Different Reps Calling on Targets by Type (EU) 169 Figure 3.25: Average Number of Products Reps Sell (US Primary Care) 169 Figure 3.26: Average Number of Products Reps Sell (US Specialty) 170 Figure 3.27: Average Number of Products Reps Sell (US Hospital) 170 Figure 3.28: Average Number of Products Reps Sell (EU) 171 Harnessing Emerging Trends to Transform Sales Forces 172 Focus Sales Efforts on Customer Needs As well As Product Benefits 175 Figure 4.1: Percentage of Companies with a Customer-Centric Strategy in Place (US) 175 Figure 4.2: Percentage of Companies with a Customer-Centric Strategy in Place (EU) 178 Figure 4.3: Investments Made to Move Toward a Customer-Centric Approach (US) 179 Figure 4.4: Tools Used as a Part of Customer-Centric Sales Approaches (US) 180 Figure 4.5: Tools Used as a Part of Customer-Centric Sales Approaches (EU) 184 Figure 4.6: Information Shaping Sales Teams Customer-Centric Approach (US) 185 Figure 4.7: Information Shaping Sales Teams Customer Centric Approach (EU) 186 Figure 4.8: Ways in Which Targets Profiles Change the Materials that Go into the Field (US) 187 Figure 4.9: Ways in Which Targets Profiles Change the Materials that Go into the Field (EU) 191 Use Key Account Management to Expand Traction Beyond Primary Care Physicians