Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - (Page 13) COMMERCIALISATION MODELS class sales process which targets micro-segments with the highest precision using tailored messages of high quality and deep content. Recent proprietary research by IMS Health suggests a strong correlation between the complexity of a given therapy area and the quality and depth of content physicians expect in their communications with sales representatives. Successful companies will distinguish themselves through their unique ability to develop highly targeted and differentiated messages. At the extreme end of the spectrum this means dealing with ‘segments of one’, which require their own specific content and engagement strategy. These companies will also overcome functional silos between sales and marketing to enable much closer collaboration; insight gathered by the field force will be fed back to marketing to refine even further specific engagement strategies for individual customer segments. Closedloop marketing can further enhance this approach. By and large, the role of the sales representative remains unchanged compared to the traditional sales model. They will continue to focus on physicians as the principal decisionmakers for prescriptions and provide relevant information which in turn influences their prescribing behaviour. However, as outlined above, the physician-centric model of the future requires a highly differentiated approach and much deeper content knowledge than in the past. Therefore, the quality of the sales force needs to be enhanced considerably through training and skill-building activities or, as a last resort, by hiring new talent. Marketing needs to build the foundation for the sophisticated approach to the customer in the physician-centric model of the future. The starting point is granular customer segmentation, followed by developing relevant, highly targeted and tailored messages for each segment. Finally, each segment will require its distinct marketing and engagement strategy. 3. Account-based model. The account-based model is a response to the emergence of complex stakeholder networks and decisionmaking processes, as can be found in institutional customers such as hospitals or managed care organisations. Unlike the one-to-one sales process in the physician-centric commercialisation model, the successful company in the world of account-based selling penetrates the different layers within a stakeholder network and uses a holistic approach to influence complex decision-making processes. Orchestrating the various activities and touch points with a stakeholder network demands a sophisticated planning process. Traditionally, professional service firms and companies selling capital goods with long sales cycles have been operating best-in-class account management processes. The ability to map the decision-making and influence networks is a critical success factor here. Again, this is only possible if the different touch points with an account are coordinated and the different pieces of information, gathered through interactions with individual stakeholders, are put together to yield the full picture of how the stakeholder network operates. The account manager plays a pivotal role in making this happen, not only developing an integrated picture of the account, but also ensuring that the specific needs at the different touch points are addressed appropriately. For this purpose, the formation of dedicated account teams ensures alignment around one account, including a common understanding of priorities, while allowing for specialisation when servicing the specific needs of individual stakeholders within an account. Furthermore, the account teams must be empowered and have the right skills to negotiate contracts with their institutional customers. Faced with fewer, more powerful and more institutionalised customers and channels, an accountbased commercialisation approach will play a key role going forward. In the world of the account-based model, the sales function has a supporting role and will continue to cover their traditional target audience — prescribers. For example, in the case of a medical care centre with a central authority that sets treatment guidelines, the sales force ensures that front-line physicians implement Figure 5: Building critical capabilities for key account management. Successful key account management Simulation-based account planning training In-field coaching of KAMs Training on coaching skills for managers Coaching Account planning Tactical planning Selling skills Review/adjustment of account planning process Tactical planning workshop Product training Alignment of incentives with commercial strategy Performance management & incentives www.pharmexeceurope.com 13 http://www.pharmexeceurope.com
Table of Contents Feed for the Digital Edition of Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 Pharmaceutical Executive Europe - February 2008 Contents Sales Force Commercialisation Models Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Pharmaceutical Executive Europe - February 2008 (Page 1) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Contents (Page 2) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Contents (Page 3) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Sales Force (Page 4) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Sales Force (Page 5) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Sales Force (Page 6) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Sales Force (Page 7) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Sales Force (Page 8) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Commercialisation Models (Page 9) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Commercialisation Models (Page 10) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Commercialisation Models (Page 11) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Commercialisation Models (Page 12) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Commercialisation Models (Page 13) Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - Commercialisation Models (Page 14)
For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.