Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - (Page 14) COMMERCIALISATION MODELS those guidelines and translate them into clinical practice. The account manager focuses on non-traditional stakeholders with budget responsibility or with influence on treatment decisions. The marketing function develops specific messages for all relevant stakeholders within an account. These messages must be tailored to the needs of the different stakeholder groups, including both traditional and new stakeholders. Marketing also contributes significantly to account planning, for example by developing a value-added service offering, providing funding arguments to handle budget holders or shaping specific stakeholder engagement initiatives. The account-based commercialisation model presents a particular challenge for the traditional sales function as it implies a mindset shift from ‘selling-to-one’ to ‘sellingto-a-network’, which typically is addressed through a comprehensive development programme. IMS Health has developed a conceptual framework for this: the House of Account Management (Figure 5). Successful key account management rests on four capability pillars — strategic planning, tactical planning, selling skills and coaching — which are supported by a foundation of aligned incentives and an effective performance management system. Figure 5 also provides examples of capability-building activities that have been successfully applied to enable the transition of traditional sales functions to an account-based model. context of the sales and marketing model provides a good starting point for this exercise. Conclusion The dramatic changes in the German healthcare environment leave pharmaceutical companies at a crossroads, facing the need to re-think their commercialisation model to reflect both the emergence of new stakeholders and the rise of an economic mindset amongst decisionmakers. Those who choose to act now will position themselves for greater success as the transformation of the operating environment unfolds. ■ About the Authors Frank Wartenberg is vice president, management consulting, at IMS Health, where he helps large and mid-size companies with their market entry strategies, reorganisation of sales structures across multiple channels, launch preparation, and customer value management across Europe, MEA, Japan and China. With a strong background in consulting, he has a deep understanding of market dynamics and their organisational implications for marketing and sales and is in regular demand in the industry for his insights and perspectives on marketing and sales strategy. Markus Gores is senior principal, management consulting, at IMS Health, with a focus on helping clients innovate and implement their business models and subsequent change management programmes. He has extensive experience of the biotech and pharmaceutical sector and particular expertise in commercial strategy and organisational performance management. His consulting background spans roles in London, New York and Frankfurt, advising leading pharmaceutical and biotech companies as well as principal investors in this sector on strategic and operational issues at board level. The way forward All pharmaceutical companies should be looking to establish a specific action plan for developing their business in the short and mediumterm. In our experience, focusing on the following four elements is critical: portfolio & franchise strategy; commercialisation model; capabilities, organisation & infrastructure; and cost & capital structure. While many questions are relevant for the pharmaceutical industry in Germany as a whole, specific action plans need to reflect the unique situation each company is facing. Focusing on the portfolio in the 14 FEBRUARY 2008 SALES ENVIRONMENT
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)
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