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Pharmaceutical Sales Management 2008


Publication Date   August 2007
Publisher   Cutting Edge Information
Product Type   Report
Pages   185
ISBN Number   not applicable
Product Code   CUT025
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Price £3,885.00

approximately: $6,860 | €4,926

Summary


Though the sales arms race is over, reps still overcrowd doctors' waiting rooms today. Although the "more is better" selling technique employed by the largest of pharmas was successful through the late 1990's and early 2000's, the tactic quickly met the point of diminishing returns. Doctors, faced with seeing over 15 different reps over the course of a month, met the intrusions by closing offices to reps during certain times or shutting reps out completely.

In response to doctors' negative reactions, a few industry leaders have now taken the step of restructuring their sales forces to reduce mirroring and once again establish more personal relationships with their targets.

Cutting Edge Information's report Pharmaceutical Sales Management 2008 analyzes present trends to provide the steps pharmaceutical sales managers must take to stay competitive - and beat the market.

The report makes its case with metrics and techniques for managing all three aspects of the current sales landscape:

  • Investment, Structure and Management - Up-to-date investment levels, restructuring strategies, and territory management of major pharma sales forces
  • Recruiting, Hiring, Training, and Sales Team Compensation - Building and maintaining forces to meet the new challenges and rapid changes of today
  • In-Field Strategies - Maneuvers designed to strengthen sales reps' in-field performance

Content


  • Executive Summary
    • Figure E.1: Target Visit Frequency: Primary Care
    • Figure E.2: Target Visit Frequency: Specialty/Hospital
    • Figure E.3: Report Definitions
    • Figure E.4: Number of Reps Calling on Physicians by Value: Primary Care
    • Figure E.5: Number of Reps Calling on Physicians by Value: Specialty/Hospital
    • Figure E.6: Average Cost per Primary Care Rep (2007)
    • Figure E.7: Average Cost per Primary Care Rep (2005)
    • Figure E.8: Average Cost per Specialty Rep (2007)
    • Figure E.9: Average Cost per Specialty Rep (2005)
    • Figure E.10: Bonus Compensation as a % of Total Pay: Average Primary Care Rep
    • Figure E.11: Bonus Compensation as a % of Total Pay: Average Specialty/Hospital Rep
  • Investment and Structure
  • Budgeting and Financial Support
    • Figure 1.1: Primary Care Sales Force Resource Allocation (2007)
    • Figure 1.2: Specialty/Hospital Sales Force Resource Allocation (2007)
    • Figure 1.3: Average Cost per Primary Care Rep (2007)
    • Figure 1.4: Average Cost per Primary Care Rep (2005)
    • Figure 1.5: Average Cost per Specialty Rep (2007)
    • Figure 1.6: Average Cost per Specialty Rep (2005)
    • Figure 1.7: Cost per Detail Including Samples: Primary Care (2007)
    • Figure 1.8: Cost per Detail Excluding Samples: Primary Care (2007)
    • Figure 1.9: Cost per Detail Including Samples: Specialty/Hospital (2007)
    • Figure 1.10: Cost per Detail Excluding Samples: Specialty/Hospital (2007)
    • Figure 1.11: Cost per Detail (2005)
    • Figure 1.12: Percentage of Companies Undergoing a Major Restructuring/Realignment
  • over The past 12 Months
  • Structure and Headcounts
    • Figure 1.13: Recent Sales Force Growth/Contraction (past 12 Months)
    • Figure 1.14: Planned Sales Force Growth/Contraction (next 12 Months)
    • Figure 1.15: Surveyed Companies' Rep Headcounts
    • Figure 1.16: Surveyed Companies' Number of Sales Divisions
    • Figure 1.17: Average Division Sizes
    • Figure 1.18: Average Ratio of District Managers to Sales Reps (2007)
    • Figure 1.19: Average Ratio of District Managers to Sales Reps (2005)
    • Figure 1.20: Ideal Ratio of District Managers to Sales Reps (2007)
    • Figure 1.21: Ideal Ratio of District Managers to Sales Reps (2005)
    • Figure 1.22: Flex-Time Sales Forces
    • Figure 1.23: Sales Organization 1
    • Figure 1.24: Geographically Based Sales Organization
    • Figure 1.25: Sales Division Organization
    • Figure 1.26: Sales Organization 2
  • Product Prioritization, Territory Alignment and Coordination
    • Figure 1.27: Drugs in the Bag: Primary Care
    • Figure 1.28: Drugs in the Bag: Specialty/Hospital
    • Figure 1.29: Product Portfolio Weighting
    • Figure 1.30: Number of Reps Calling on Physicians by Value: Primary Care
    • Figure 1.31: Number of Reps Calling on Physicians by Value: Specialty/Hospital
    • Figure 1.32: Territory Alignment Review Process
    • Figure 1.33: Territory Realignment Philosophies
  • Sales Operations and Contract Sales
    • Figure 1.34: Percentage of Surveyed Companies Employing Contract
  • Sales Forces (2007)
    • Figure 1.35: Percentage of Surveyed Companies Employing Contract
  • Sales Forces (2005)
    • Figure 1.36: Contract Reps as a Percentage of the Total Sales Force (2007)
    • Figure 1.37: Contract Reps as a Percentage of the Total Sales Force (2005)
  • Recruiting, Hiring, Training and Sales Team Compensation
  • Training and Development
    • Figure 2.1: New Reps: Total First-Year Training Hours
    • Figure 2.2: New-Rep Training Venues
    • Figure 2.3: New-Rep Average Annual Training Hours by Venue
    • Figure 2.4: New-Rep Training Topics: Breakdown of First-Year Curricula
    • Figure 2.5: New-Rep Average Annual Training Hours by Topic
    • Figure 2.6: Veteran Reps: Total Annual Training Hours
    • Figure 2.7: Veteran Rep Training Venues
    • Figure 2.8: Veteran Rep Average Annual Training Hours by Venue
    • Figure 2.9: Veteran Rep Training Topics: Breakdown of First-Year Curricula
    • Figure 2.10: Veteran Rep Average Annual Training Hours by Topic
    • Figure 2.11: New DMs: Total First-Year Training Hours
    • Figure 2.12: New-DM Training Venues
    • Figure 2.13: New-DM Average Annual Training Hours by Venue
    • Figure 2.14: New DM Training Topics: Breakdown of First-Year Curricula
    • Figure 2.15: New-DM Average Annual Training Hours by Topic
    • Figure 2.16: Veteran DMs: Annual Training Hours
    • Figure 2.17: Veteran DM Training Venues
    • Figure 2.18: Veteran DM Average Annual Training Hours by Venue
    • Figure 2.19: Veteran DM Training Topics: Breakdown of Annual Curricula
    • Figure 2.20: Veteran DM Average Annual Training Hours by Topic
    • Figure 2.21: Compensation Structure
  • Sales Compensation and Reward Programs
    • Figure 2.22: Factors Affecting Rep Compensation
    • Figure 2.23: Sales Process Timeline for Performance Measurement
    • Figure 2.24: Tiered Incentive Program
    • Figure 2.25: New Hire Primary Care Rep Compensation
    • Figure 2.26: Average Primary Care Rep Compensation
    • Figure 2.27: High-Performing Primary Care Rep Compensation
    • Figure 2.28: Bonus Compensation as a % of Total Pay: Average Primary Care Rep
    • Figure 2.29: New Hire Specialty/Hospital Rep Compensation
    • Figure 2.30: Average Specialty/Hospital Rep Compensation
    • Figure 2.31: High-Performing Specialty/Hospital Rep Compensation
    • Figure 2.32: Bonus Compensation as a % of Total Pay: Average Specialty/Hospital Rep
    • Figure 2.33: New Hire Primary Care District Manager Compensation
    • Figure 2.34: Average Primary Care District Manager Compensation
    • Figure 2.35: High-Performing Primary Care District Manager Compensation
    • Figure 2.36: Bonus Compensation as a % of Total Pay: Average Primary Care
  • District Manager
    • Figure 2.37: New Hire Specialty/Hospital District Manager Compensation
    • Figure 2.38: Average Specialty/Hospital District Manager Compensation
    • Figure 2.39: High-Performing Specialty/Hospital District Manager Compensation
    • Figure 2.40: Bonus Compensation as a % of Total Pay: Average Specialty/Hospital
  • District Manager
    • Figure 2.41: New Hire Primary Care Regional Manager Compensation
    • Figure 2.42: Average Primary Care Regional Manager Compensation
    • Figure 2.43: High-Performing Primary Care Regional Manager Compensation
    • Figure 2.44: Bonus Compensation as a % of Total Pay: Average Primary Care
  • Regional Manager
    • Figure 2.45: New Hire Specialty/Hospital Regional Manager Compensation
    • Figure 2.46: Average Specialty/Hospital Regional Manager Compensation
    • Figure 2.47: High-Performing Specialty/Hospital Regional Manager Compensation
    • Figure 2.48: Bonus Compensation as a % of Total Pay: Average Specialty/Hospital Regional Manager
  • in-Field Strategies
    • Figure 3.1: Impediments to Physician Access
    • Figure 3.2: Primary Care Rep Time Allocation
  • Rep Activities
    • Figure 3.3: Specialty/Hospital Rep Time Allocation
    • Figure 3.4: Average Daily Visits Attempted by Primary Care Reps
    • Figure 3.5: Average Daily Visits Attempted by Specialty/Hospital Reps
  • Segmenting and Targeting
    • Figure 3.6: Target Visit Frequency: Primary Care
    • Figure 3.7: Target Visit Frequency: Specialty/Hospital
  • Overcoming Reduced Physician Access
    • Figure 3.8: Percentage of the Time Reps Detail Physicians: Primary Care
    • Figure 3.9: Percentage of the Time Reps Detail Physicians: Specialty/Hospital
    • Figure 3.10: Number of Reps Calling on Physicians by Value: Primary Care
    • Figure 3.11: Number of Reps Calling on Physicians by Value: Specialty/Hospital
    • Figure 3.12: Average Minutes Reps Get with Targets: Primary Care
  • Optimizing Time Earned with Physicians
    • Figure 3.13: Average Minutes Reps Get with Targets: Specialty/Hospital
    • Figure 3.15: The Physician-Patient-Rep Triangle
    • Figure 3.16: Total Office Calls - Finding Key Influencers
    • Figure 3.17: Sales Force Listening Posts