Pharmaceutical Executive Digest Europe - March 18, 2009 - (Page 9) Sales Force Models initiative,” says Mark Mallon. “This process ensures that our PSSs are delivering detailed information that is customised to the healthcare provider.” Embedded outsourcing For flexibility and efficiency, pharma has traditionally called on contract sales organisations — for temporary help, a particular region, or even an entire brand — but companies are now looking to take outsourcing to the next step. One of the most interesting developments in outsourcing is the emergence of “embedded” contract sales forces — hired and trained by the outsource company, but actually working within the client pharma company. “Two years ago, nobody was talking about [embedded] outsourcing, and now we’re having weekly conversations with clients,” says Sandy Jennings, executive vice president for Innovative Selling Solutions, an inVentiv Health Company. “Most companies utilising the embedded model are working within a more regionalised approach. For example, if a vacancy occurs, a decision may be made at the regional level to add a flexible resource due to changing local market conditions. This provides continual flexibility in the field force.” Through its database of approximately 400,000 names, inVentiv screens and profiles candidates. When working with a pharma partner, the company can develop a profile catered to the client’s needs. For example, in an embedded model, a company can request 50 percent B2B people who have never sold a pharma product, 30 percent who have less than two years’ experience selling pharmaceuticals, and 20 percent nontraditional sales individuals such as recent graduates. (Jennings notes that whatever the team, typically there is a percentage population involved for each profile.) The rise of the MSL Ironically, for many pharma companies, the best way to preserve the sort of access they’ve traditionally had with physicians may be to turn away from the sales model and make more use of medical science liaisons (MSLs). MSLs can’t promote drugs, but they can engage in scientific discussion with physicians on a level that most reps would be unable to sustain, even if they were permitted to try. And in the new world of complex specialty drugs and biologics, that trade-off looks increasingly attractive. Cisco’s 2008 “Unifying the Prescriber Influence Network” report notes that physicians want to control when, where, and how they get information. Furthermore, says Jan Malek, director of IBSG and co-leader of life sciences for Cisco, physicians want to connect with experts. For example, an MSL would be appropriate for a first contact level with a physician followed by a key opinion leader on second contact. There is a debate about whether a rep has the ability to deliver value beyond the basic presentation of information. For example, what happens when the physician has a specific medical question? “A rep has to call a doctor once per month or so. What will they tell him or her after month six, seven, or eight? I don’t think reps have learned anything new at those points,” says Malek. “They can keep pushing the drug, but if the doctor has a specific question, that is where the MSL comes in. They speak the same language.” There are also difficulties associated with leveraging MSLs — chiefly the price tag and travel issues. However, the average sales rep spends so much time traveling and sitting in waiting rooms that key interaction with doctors is lost. “MSLs who are actually interacting with physicians via phone calls, chats, or online are spending a greater proportion of their time talking to doctors than the sales rep. Even though they’re more expensive, you get more return on that money,” says Malek. The Medical Affairs Company observed a trend in the growth of specialty MSLs in 2008. Company president Evan Demestihas, MD, believes the best way to a physician is through an MSL. “You have to find a model that makes everyone happy, beginning with the physician,” he says. “Times are changing. The companies that jump on the bandwagon first will be miles ahead of the pack.” The forecast Drug firms that have taken the initiative and begun restructuring their sales force models are ahead of the game. Which sales model will be the right fit or the best solution might not be an easy answer, but the paradigm shifts underway are proof that pharma is willing to adapt to market trends. For the full version of this article, click here. 1 NEWS 2 FROM THE EDITOR / NEWS 3 MEGAMERGERS 7 NEW SALES MODELS 10 UK NEWS 12 CALENDAR 13 ON THE MOVE CLICK TO SUBSCRIBE TO PHARM EXEC http://www.cisco.com http://www.cisco.com http://www.themedicalaffairscompany.com/ http://www.inventivhealth.com/default.aspx http://www.pharmexeceurope.com/europharmexec/newsletter/subscribeNewsletter.jsp
Table of Contents Feed for the Digital Edition of Pharmaceutical Executive Digest Europe - March 18, 2009 Pharmaceutical Executive Digest Europe - March 18, 2009 Contents From the Editor Pfizer-Wyeth Sales News Calendar On the Move Pharmaceutical Executive Digest Europe - March 18, 2009 Pharmaceutical Executive Digest Europe - March 18, 2009 - Contents (Page 1) Pharmaceutical Executive Digest Europe - March 18, 2009 - From the Editor (Page 2) Pharmaceutical Executive Digest Europe - March 18, 2009 - Pfizer-Wyeth (Page 3) Pharmaceutical Executive Digest Europe - March 18, 2009 - Pfizer-Wyeth (Page 4) Pharmaceutical Executive Digest Europe - March 18, 2009 - Pfizer-Wyeth (Page 5) Pharmaceutical Executive Digest Europe - March 18, 2009 - Pfizer-Wyeth (Page 6) Pharmaceutical Executive Digest Europe - March 18, 2009 - Sales (Page 7) Pharmaceutical Executive Digest Europe - March 18, 2009 - Sales (Page 8) Pharmaceutical Executive Digest Europe - March 18, 2009 - Sales (Page 9) Pharmaceutical Executive Digest Europe - March 18, 2009 - News (Page 10) Pharmaceutical Executive Digest Europe - March 18, 2009 - News (Page 11) Pharmaceutical Executive Digest Europe - March 18, 2009 - Calendar (Page 12) Pharmaceutical Executive Digest Europe - March 18, 2009 - On the Move (Page 13)
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