Pharmaceutical Executive Europe - IMS Sales Environment Supplement - February 2008 - (Page 6) SALES FORCE 2. Optimisation of sales models and operations 3. Transitioning and implementation of changes. Diagnostic review In rethinking a company’s sales model, it is essential to understand the requirements of all the stakeholders involved with that organisation, by reviewing the comparative effectiveness of potential levers that are being used to influence those individuals and bodies. The diagnostic stage assesses the key sales model drivers of today and those expected in future. As importantly, the pace and direction of change in the local operating environment should be mapped, allowing identification of critical signposts and ‘check points’ for operating model changes to be aligned with landscape change. Close consultation with company management and its sales teams yields insight into the company’s immediate cause for concern and its operating strategy, which can be matched against a stakeholder analysis and therapy/market forecasts. At the same time, a detailed assessment should be made of the major elements of change, current sales strategy and the existing sales and marketing structures. This not only enables analysis of the current predicament but also provides the Figure 3: Input used to perform gap analysis between current and desired states. Strengths • Portfolio breadth & launch success • Corp citizenship & ethical position • Medical & scientific knowledge & clinical development programme • Collaboration between Medical/Sales/Marketing • Sales Force motivation with industry leading activity level + external customer focus, doctor education Weaknesses • Not ready for changing environment & no field structure for new decision-makers • Lack of launch readiness & funding (staff + $) & short range planning • KPI activity targets may not suit changing environment, eg too much focus on daily productivity, frequency targets not available everywhere starting point for a three- to five-year vision of the relevant sales force operating landscape. An important benefit of this diagnostic review is to achieve early buy-in to the change process itself, from key internal stakeholders. This allows for continuity, speed in decision-making and efficient implementation as the new sales model is designed and rolled-out through the organisation. The diagnosis is based on a combination of top-down, qualitative workshops where the pros and cons of various sales models are assessed, combined with a bottom-up, quantitative analysis which provides the hard evidence required. Information sources at anonymised individual customer level are currently available in key European markets to allow for true evidenced-based analyses as inputs into the process. Optimising the sales model When defining the criteria required for an optimal sales model and identifying alternative designs, a supportive SWOT analysis will help to establish the rationale and evidence for the right criteria for potential sales model assessment (see Figure 3). With those, the ‘best fit’ sales model can be identified and evaluated from a range of options directly driven by the internal and external situational requirements. Each pharma company in each country is likely to require its own customised operating model which would include: strategy, organisation & governance, processes, capabilities and systems, all of which will depend heavily on the current/future portfolio, the competitive landscape, the requlatory environment, the amount of movement in the customer base and the level of acceptable change that can be absorbed. Once a selection is made, a gap analysis can be undertaken by evaluating current sales and marketing capabilities against best practice. Thorough knowledge and experience are essential throughout, to ensure a true assessment of the situation. Opportunities • New product launches • Increased integration of medical + sales & marketing functions • Act SMART — take lead within industry • Move to more customer-tailored marketing • New teams & health economics department • Refocus on new decision-makers Threats • More extreme cost reduction • Pricing impact • Reimbursement environment for new launches, drug formulary setting • Sales force access restrictions/limits in last 2 years • Patent loss on key products • Enforced generic prescribing Figure 4: Example of a change management road map. 2008 2009 2010 ILLUSTRATIVE Organisational governance 2010 Processes 2009 2008 Capabilities Communication Transitioning and implementation Next, the sales model transition can be planned and a roadmap developed that 6 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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