Pharmaceutical companies are aiming to increase their return on investment (ROI) from their sales representatives. Improvement in rep performance reduces ineffective sales calls, optimizes cost per detail and increases revenue per call. Companies are thus exploring all available options under their sales force effectiveness strategy.

TABLE OF CONTENTS
       
1 INTRODUCTION
  1.1 KEY TAKE AWAY
  1.2 REPORT DESCRIPTION
  1.3 STAKEHOLDER
  1.4 RESEARCH METHODOLOGY
 
2 SUMMARY

3 MARKET OVERVIEW
 
4 TRENDS IN THE PHARMACEUTICAL SECTOR
  4.1 PATENT EXPIRATION AND GENERIC SUBSTITUTION
  4.1 LACK OF INNOVATIVE PRODUCTS
  4.3 SLOW GROWTH IN THE MATURE MARKETS
  4.4 GOVERNMENT INTERVENTION AND PRICE CONTROLS
  4.5 POOR REPUTATION AND NEW RESTRICTIONS
      4.5.1 RESTRICTED ACCESS FOR PHARMACEUTICAL SALES REPRESENTATIVES
      4.5.2 CODES ON INTERACTIONS WITH PHYSICIANS
 
5 STRUCTURING AND SIZING THE SALES FORCE
  5.1 METHODS FOR SALES FORCE SIZE DETERMINATION
      5.1.1 ACTIVITY-BASED METHOD
      5.1.2 TARGET RETURN-PER-CALL METHOD
      5.1.3 SALES RESPONSE METHOD
  5.2 PRODUCT LIFECYCLE IMPACT ON SALES FORCE TARGETING

6 EMERGING TECHNOLOGIES FOR EFFECTIVE SALES
  6.1 E-LEARNING
      6.1.1 KEY GROWTH FACTOR
            6.1.1.1 More content provision
            6.1.1.2 Reduction in travel and logistics
            6.1.1.3 Reduction in training costs
            6.1.1.4 Enhanced flexibility
            6.1.1.5 Technological advancements
            6.1.1.6 Effective means for evaluation
      6.1.2 KEY RESTRAINING FACTORS
            6.1.2.1 Not a substitute to conventional training
            6.1.2.2 Lack of group interaction
            6.1.2.3 Infrastructural requirements
      6.1.3 CASE STUDIES- KEY PHARMA PLAYERS
  6.2 E-DETAILING
      6.2.1 TYPES
            6.2.1.1 Virtual live e-Detailing
            6.2.1.2 e-Detailing through a portal for doctors
            6.2.1.3 Scripted e-Detailing
      6.2.2 KEY GROWTH FACTORS
            6.2.2.1 Cost cutting and increased revenues for pharmaceutical companies
            6.2.2.2 Updated drug information
            6.2.2.3 Simplification of delivery process and sample ordering
            6.2.2.4 Allows peer to peer contact among physicians
      6.2.3 KEY RESTRAINING FACTORS
            6.2.3.1 Flat annual rate of increase in physicians
            6.2.3.2 Growth of pharma sales representatives
      6.2.4 CASE STUDIES – KEY PHARMA PLAYERS

7 STRATEGIES FOR SALES EFFECTIVENESS
  7.1 CUSTOMER FOCUS/CENTRIC
      7.1.1 UNDERSTANDING PHYSICIANS NEEDS
      7.1.2 THOROUGH PRODUCT KNOWLEDGE BY REPRESENTATIVES
      7.1.3 STRONG INTERACTION WITH PHYSICIANS
      7.1.4 COORDINATION OF MARKETING AND SALES ACTIVITIES
  7.2 MESSAGE FOCUS
  7.3 CONTINUOUS MONITORING
 
8 SALES FORCE ROI
  8.1 KEY INFLUENCING FACTORS ON THE SALES FORCE RETURN ON INVESTMENT
      8.1.1 SALES FORCE STRUCTURE
            8.1.1.1 General trends
            8.1.1.2 By target audience
            8.1.1.3 By area of therapy
            8.1.1.4 By region
      8.1.2 SALES FORCE SIZE
            8.1.2.1 General trends
            8.1.2.2 Sales force size implications
                    8.1.2.2.1 Representative type
                    8.1.2.2.2 Characteristics of sales force
                    8.1.2.2.3 Competitive environment
      8.1.3 TECHNOLOGIES
            8.1.3.1 General trends
            8.1.3.2 Technology implications for ROI
                    8.1.3.2.1 Enhanced communication
                    8.1.3.2.2 Increasing the field force efficiency
                    8.1.3.2.3 Increased detailing effectiveness
                    8.1.3.2.4 Impact of e-detailing in ROI
                              8.1.3.2.4.1 Prescribing behavior
                              8.1.3.2.4.2 Drug market position
      8.1.4 TARGET AUDIENCES
      8.1.5 CO-MARKETING DEALS
      8.1.6 USE OF CSOS
  8.2 EVALUATING THE SALES FORCE RETURN ON INVESTMENT
      8.2.1 REPRESENTATIVES TARGETS
      8.2.2 IT DATA
      8.2.3 QUALITATIVE MEASUREMENT
      8.2.4 PRODUCT SALES DATA
  8.3 CASE STUDIES FOR KEY INDUSTRY PARTICIPANTS
 
9 AREAS OF IMPROVEMENT IN THE PHARMACEUTICAL SALES FORCE
  9.1 SEGMENTATION AND TARGETING
  9.2 SELLING MODELS
  9.3 COMPENSATION PLANS
  9.4 FOCUS ON MESSAGES DRIVING PRESCRIPTION
  9.5 PERFORMANCE MEASUREMENT
  9.6 ACCOUNT MANAGEMENT
  9.7 ADOPTION OF INEXPENSIVE E-SOLUTIONS

10 SALES FORCE EFFECTIVENESS IN KEY GEOGRAPHICAL REGIONS:
   10.1 U.S.
        10.1.1 SALES FORCE SIZE
        10.1.2 TECHNOLOGIES ADOPTED
        10.1.3 STRUCTURE OF SALES FORCE
        10.1.4 EMERGING TRENDS
   10.2 U.K.
        10.2.1 SALES FORCE SIZE
        10.2.2 TECHNOLOGIES ADOPTED
        10.2.3 STRUCTURE OF SALES FORCE
        10.2.4 EMERGING TRENDS
   10.3 EUROPE
        10.3.1 SALES FORCE SIZE
        10.3.2 TECHNOLOGIES ADOPTED
        10.3.3 STRUCTURE OF SALES FORCE
        10.3.4 EMERGING TRENDS
   10.4 ASIA
        10.4.1 SALES FORCE SIZE
        10.4.2 TECHNOLOGIES ADOPTED
        10.4.3 STRUCTURE OF SALES FORCE
        10.4.4 EMERGING TRENDS

11 ETHICAL VIEW OF PHARMA SALES FORCE
   11.1 ADVERTISING
   11.2 GIFTS
   11.3 PARAMEDICAL REQUESTS
   11.4 SPONSORSHIPS
   11.5 CASE STUDIES- ETHICAL ISSUES IN KEY PHARMA COMPANIES

12 STRATEGIC ASSESSMENT
   12.1 STRATEGIC RECOMMENDATIONS
   12.2 KEY FINDINGS
   12.3 STRATEGIC CONCLUSIONS

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