Sales & Marketing
The latest buzz in sales force ef_f ectiveness
Everybody knows that the traditional sales model involving armies of sales reps engaging in face-to-face
details with physicians will soon be consigned to the history books, but what is the best way to shift
from sales force effectiveness to sales force eff_i ciency? Dr Sandra Reynolds argues the case
for establishing network intelligence, managing key accounts and optimising web-based approaches
P
harma’s promotion of branded drugs However, the current healthcare then targeting the appropriate key influencer
is moving from the traditional environment has many stakeholders. should potentially generate sales through
physician-centric sales model
Therefore, what is needed today is a the other stakeholders that a key
employing large sales forces to a more
strategy that incorporates all of the key stakeholder influences.
streamlined, network-orientated approach.
components to give a more accurate The implementation of a KAM-based
Behind this shift lie government and payer
representation of their needs and approach also resolves a frequent problem
cost-cutting initiatives, which have taken
orientation – network intelligence. At experienced by many pharma companies –
considerable prescribing power away from
present, there does not appear to be a clear the fact that multiple departments deal with
doctors, effectively changing the key
framework for depicting healthcare the same stakeholders without
decision-maker.
networks. Therefore, pharma companies synchronisation. This results in inefficient
This has left sales reps in a precarious
should map out all the key stakeholders account management, which can
position of trying to promote drugs to
involved for their particular therapy area(s)
frustrated doctors who are themselves
unintentionally result in neglecting or
under pressure to prescribe cheaper generic
and associated healthcare networks misinterpreting important decision-makers’
alternatives. Also, tightening pricing and
(covering buying/commissioning groups, needs.
reimbursement (P&R) controls have
hospital networks, as well as treatment and
encouraged companies to pursue specialist
referral networks among others) to build a KAM explored
drugs in secondary care markets in an effort
network intelligence operation. This Designing a new sales model is difficult as one
to secure a better ROI, a strategy which
approach, however, would need to be size will not fit all. Each company must decide
requires a very different sales model from
redesigned on a country-by-country basis. on a strategy that fits its current and future
that of the blockbuster era, as well as a new Once the key decision-makers and portfolio. Also, the emergence of additional
breed of sales force. influencers have been identified, a key healthcare stakeholders requires the
New sales models will become more account can be established around the introduction of a new approach to sales
tailored to an individual company’s product
principal decision-maker, driven by a team account management. Pharma’s recent move
portfolio and evolving customer base. The
that is fully aware of the needs of that client. towards a KAM-type model reflects a trend
recent trend has been towards a key
If accurate network intelligence is gathered, already seen in other industries. This model
account management (KAM) type model,
supported by a comprehensive “network
Figure 1: Remapping of key stakeholders in the UK healthcare market
intelligence” operation. This has led to an
upsurge in outsourcing sales teams to
streamline operations. Today’s sales models
are increasingly incorporating internet-based
resources, such as eDetailing to boost their
Key opinion leaders,
reach to time-pressed physicians.
patient associations
network intelligence a key factor
Network intelligence is a method of
Key inf_luencers
gathering customer intelligence from all key
Pharmacy advisor
Inf_luencers
stakeholders rather than simply prescribing Coach
Roles
physicians alone. Network intelligence uses
market research data and technologies,
Remapping of key
stakeholder targets
including customer relationship
for KAM
management (CRM), customer profiling and
User
Authoriser
quantitative segmentation to gather Primary care trust
Patient
customer intelligence.
Decision-makers Technical buyer
In the past, crucial components of
customer profiling, such as social and
professional networks, role-related
NICE formulary
Commissioning
influence, and limitations on choice committee
practice manager
resulting from policy and budget
restrictions, were largely ignored when
conducting customer intelligence.
Furthermore, there were fewer KAM = Key account managers, NICE = National Institute for health and Clinical Excellence
stakeholders and, correspondingly, no need
to perform in-depth network intelligence.
Source: Datamonitor
30
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